摘 要 有關家長式領導對組織承諾影響的跨層次研究相當缺乏,鄭伯壎等(2010)開始以跨層次觀點探討家長式領導對部屬效能的影響,以員工層次的平均仁慈等當團體層次,但仍脫離不了員工層次的意見表達。本研究改以主管問卷替代之,進一步利用多層次線性模式,加入主管個人自己評量其家長式領導方式,以員工及其主管的資料,進行跨層次的中介與干擾分析及結果差異性之比較。 本研究針對南部科學工業園區光電產業的中階主管及其直屬部屬配對樣本為研究對象,回收有效問卷主管25份,員工250份。研究結果顯示,在員工層次方面,員工感受主管領導對組織承諾有正向影響;調節焦點不具中介效果,如改只以增進焦點為中介因子,則增進焦點具有中介效果。在干擾分析方面,發現員工婚姻、學歷、工作年資、內外向與工作壓力具有干擾效果。在跨層次方面,主管領導方式對員工組織承諾有正向的影響;而調節焦點仍不具中介效果,但增進焦點仍具中介效果。而且家長式領導也具有干擾效果。研究也顯示主管自評威權領導與員工感受的威權有很大的落差,造成主管威權領導與員工感受威權對調節焦點及組織承諾的影響成反向的現象。 本研究用七種分析方法,以增進焦點為中介,討論家長式領導對組織承諾的影響,分成2大類,1.員工層次:員工層次最佳模式為SEM兩次測量分析法,結果增進焦點具完全中介效果,如以彙總法則增進焦點不具中介效果;2.跨層次:如以主管領導自評模式HLM1,結果增進焦點具部份中介效果,如以平均主管領導模式HLM2,結果增進焦點不具中介效果。
Abstract This study addresses the lack of objective researches on the influence of paternalistic leadership on employee organizational commitment. A survey is conducted on pairs of mid-level mangers and their employees in Southern Taiwan Science Park; with valid responses from 25 managers and 250 employees. Seven analytic methods categorized in two major levels were conducted to evaluate authoritarian leadership and organizational commitment. Structural equation model (SEM) and aggregation study were the main tools for employee level analysis, while 2 hierarchical linear models, HLM1 (managerial leadership self-evaluation), and HLM2 (employee perception on managerial leadership) were employed in cross-level analysis. At employee level, SEM analysis recognized a positive influence of employee leadership perception on organizational commitment. This effect was mediated by promotion focus and was dependent on employee marital status, education level, salary, personality, and stress. Aggregation study failed to demonstrate mediating effect of promotion focus. Managerial leadership style positively influences organizational commitment through promotion focus in cross-level analysis. HLM1 demonstrated partial mediating effect of promotion focus while HLM2 failed to do so. Regulatory focus was found to have no mediating effect in all findings. The effect of employee leadership perception on organizational commitment and regulatory focus is amplified by manager’s self leadership perception. Furthermore, the disparity between manager’s portrayal of authoritarian leadership and that of employee’s perception has an adverse effect on regulatory focus and organizational commitment.