家長式領導、公平知覺與知識分享意願關係之研究

A STUDY OF RELATIONSHIP AMONG PATERNALISTIC LEADERSHIP, PERCEIVED FAIRNESS AND WILLINGNESS OF KNOWLEDGE-SHARING

蔡瑋懿(Wei-Yi Tsai)

指導教授 ： 李弘暉

元智大學/管理學院/管理研究所/碩士(2008年)

摘要

二十一世紀是『知識』與『創意』的時代，知識從創造到移轉始終必須靠『人』，未來的企業將是充滿知識工作者的企業，知識工作者如同遊牧民族，逐水草而居，哪邊有知識就往那裡追逐，這是企業必須重視知識管理的原因。推行知識管理要有成效，除了建置完善的資訊系統外，『知識分享』才是知識管理能否推行成功最重要的關鍵因素之一。影響知識分享意願的因素，包括個人因素、人際互動、組織因素等。在組織中，除了成員間(水平的互動)關係會影響知識分享意願，領導者對部屬(上對下)的影響，亦既領導者的領導風格是否也會影響知識分享意願？而組織因素除了組織文化、氣氛外，組織所營造公平環境，是否也會影響知識分享意願？領導是放諸四海皆準的現象，不受國界的阻隔。然而，領導的內涵、作風及實務作法卻頗受文化影響，東西方的文化差異，若貿然將西方所發展出來的研究工具與理論套用於華人的領導，將會忽略了許多顯著且重要的獨特現象。本研究以華人企業特有的家長式領導為研究的領導風格構面，欲探討領導者展現家長式領導風格、部屬公平知覺的認知程度對員工知識分享意願的影響，並希望從研究結果，提供一些建議與方向。本研究經由實證分析，得到以下的研究發現：
一、家長式領導對公平知覺有顯著預測效果，其中仁慈領導、德行領導對公平知覺有顯著正向預測效果；威權領導對公平知覺有顯著負向預測效果。
二、公平知覺(分配公平、程序公平、互動公平、制度公平)對知識分享意願有顯著正向預測效果。
三、家長式領導對知識分享意願有顯著預測效果。
四、公平知覺對於家長式領導與知識分享意願具有中介效果。
五、人口統計變項對研究構面的實證結果發現：男性在威權領導與家長式領導感受程度比女性強烈；年長的員工對於分配公平的知覺認知高於年輕員工；公務機關的員工對於德行領導的感受程度高於金融業的員工，而金融業的員工對於威權領導的感受程度高於公務機關的員工，而公務機關的員工對於分配公平、制度公平、公平知覺的認知及知識分享意願高於金融業的員工；服務年資較資深的員工對分配公平的知覺認知高於資淺的員工；管理職的員工在仁慈領導、家長式領導、分配公平、制度公平及公平知覺的感受程度與認知均高於非管理職的員工。

關鍵字

家長式領導；公平知覺；組織公平；知識管理；知識分享意願

並列摘要

Now it's an age of knowledge and creativity. And knowledge depends on people to create and transform.

The future enterprises will fill with knowledge-workers; and knowledge-workers will chase knowledge just like the nomads chase water and grass for living---that is the reason why the enterprises should lay emphasis on knowledge management. Except for establishing healthy information system, knowledge sharing is one of the most important factors to promote knowledge management successfully. There are many factors to affect the willingness of sharing the knowledge: personal factor, interpersonal relationship, organization, etc. In the organization, except for horizontal interaction (member to member), is the vertical interaction (leader to subordinate) also affecting the willingness of knowledge-sharing? And how do the effects that culture, atmosphere or fair conditions bring in the organization? The leadership is a universal phenomenon, but cultures affect it a lot in its attitude, connotation and substantial application. If we rashly apply western theory and researching approach to Chinese leadership, we will ignore many unique and notable phenomenons. This research used paternalistic leadership (which peculiar to Chinese enterprises) to discuss the effects that leaders want to reveal the paternalistic leadership or the effects of subordinates about knowledge-sharing willingness on their perceived fairness, and wish to provide some directions and suggestions according to the research.

By way of empirical analysis, the research found that:

1. The paternalistic leadership has remarkable forecasting effect on perceived fairness: Benevolence leadership and moral leadership are positive-relative and authoritarianism leadership is negative-relative.
2. Perceived fairness (distributing fairness, procedural fairness, interactive fairness and systematic fairness) has positive forecasting effect on the willingness of knowledge-sharing.
3. The paternalistic leadership has positive forecasting effect on the willingness of knowledge-sharing.
4. Perceived fairness has intermediary effect on paternalistic leadership and the willingness of knowledge-sharing.
5. The variable of vital statistics in empirical research showed that: Men feel much stronger on paternalistic leadership and authoritarianism leadership than women. The elder employees have keener cognition than the younger regarding to distributing fairness. The public servants have keener cognition on moral leadership than the financial employees. But it is opposite regarding to authoritarianism leadership; the public servants have higher cognition on distributing fairness, systematic fairness, perceived fairness and higher willingness of knowledge-sharing than the financial employees; the senior employees have higher distributing fairness cognition than the junior. Finally, the superintendents have higher cognition on benevolence leadership, paternalistic leadership, distributing fairness, systematic fairness and perceived fairness than the non-superintendents.

並列關鍵字

paternalistic leadership；perceived fairness；organizational fairness；knowledge management；willingness of knowledge-sharing

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