華人本土近距離領導— 兵家《三略》中的將道

華人年輕世代工作者對於自身情緒、個性及自我價值較為重視，因此對於主管的權威乃至仁慈領導行為的期待與過往有所不同。這樣的世代差距常造成企業界領導情境中的困境，導致領導者與部屬對偶關係趨於緊張。在回顧文獻後，發現西方領導研究將領導距離依照直屬與非直屬區分出遠距離領導與近距離領導，並認為遠距離領導者需要扮演文化英雄的投射，而近距離領導者較重視具體作為及效率，而近距離追隨者則期待直屬主管能滿足部屬多方面的期待，雙方依賴度高而彼此平等，並且期望得到足夠的工作獎酬。以此框架檢視華人領導，發現以儒家差序格局而出的家長式領導較屬於具備華人文化特質的遠距離領導方式，而華人近距離領導方式的研究付之闕如。本土心理學研究已指出華人的「外王」之學應與兵家有高度關聯，但是相關研究除了《孫子兵法》外也相對較少。華人另一部兵家經典《三略》不同於儒家，乃是源於道家的兵書，其內涵重視領導者節制權威，強調領導者與部屬同甘共苦，重視部屬不同特質，並且著重以「禮、義」融合獎賞來淡化領導者與部屬見的交易感受，頗能與西方近距離領導相互應。本研究參酌華人成聖追求及重視情感關係的特質，透過對《三略》的分析，提出將道近距離三元素：「多元成聖」、「共難凝聚」、「禮義功利觀」。此三面向應能兼具華人特質並能與西方近距離領導架構相互參照，而融合成華人近距離領導理論。本研究以部屬為中心，透過對13位分屬家族企業與非家族企業的X、Y、Z世代員工進行訪談，並以三角檢核方式對訪談內容編碼整理，得出以下結論：1、將道近距離三元素或可解釋華人本土近距離領導行為；2、Z世代員工多為近距離部屬；3、非家族企業員工多為近距離部屬。整體而言，將道近距離三元素得以填補華人近距離領導理論的空缺。非家族企業直屬領導者在帶領年輕世代員工時，若能陪伴部屬所遭遇到的困難，更加重視部屬的大我利他價值及自性追求，並看重自尊協助發揮專業及創意，應能有助於解決企業界領導實務的困難。

關鍵字

華人領導；三略；兵家；直屬主管；近距離領導

並列摘要

Chinese younger generation workers emphasize their emotions, personality, and self-worth more, so their expectations of their supervisors' leadership behavior such as authoritarianism and benevolence in leadership are different from those of the past. Such generational gaps often cause dilemmas in the leadership situation of the corporate world, leading to tension between the dual relationship between leaders and subordinates. After reviewing the literature, it is found that western leadership research distinguishes distant leadership from close leadership. Distant leaders need to play the role of cultural heroes, while close leaders pay more attention to specific actions and efficiency, while close subordinates expect that direct supervisors can meet the multi-faceted expectations of the subordinates. Their dual relationship is highly dependent and equal to each other. Close subordinates also expect to get enough job rewards. Examining the Chinese leadership context in this framework, it is found that the parental leadership based on the Confucian pattern is more of a distant leadership style with Chinese cultural characteristics, and the study of the Chinese close leadership style is not enough. Indigenous psychological research has pointed out that the Chinese management study should be highly related to ancient military thinking, but related research only focused on "Sun Tzu". Another Chinese military classic "San-Lue" is different from Confucianism, but it is derived from Taoism. Its connotation attaches importance to the restraint of power from leaders, emphasizes that leaders and their subordinates share common sufferings, attaches importance to the different characteristics of subordinates, and emphasizes the integration of rewards with "etiquette and righteousness" to dilute the trading experience between leaders and subordinates. This research is centered on subordinates. Through interviews with 13 generations of X, Y, and Z employees belonging to family-owned and non-family-owned businesses. 1. The three elements of Chinese close leadership can explain the Chinese leading circumstance; 2. Gen Z employees are mostly close subordinates; 3. Non-family employees are mostly close subordinates. In general, the three-element from "San-Lue" could interpret the vacancy of the Chinese close leadership theory. If Non-family business leaders when leading younger generations of employees can accompany the difficulties encountered by close subordinates, pay more attention to the altruistic values and self-pursuit of close subordinates, and value self-esteem and assist in the development of professionalism and creativity, close subordinates should be able to perform better in work.