本文以心理定位理論觀點為基礎,研究領導者定位與領導者行為間之關係,並提出領導者對部屬的定位過程,本理論觀點是以領導者本身為中心,考量部屬的專業能力與信任關係的高低後,對部屬進行定位,依此決定相對應之領導行為(授權、栽培、威權以及防衛)。在實務的意涵上,本研究提出主管在面對特定追隨行為的部屬時,主管如何調整本身的領導行為,以及探討主管的領導行為對部屬情緒耗竭所產生的影響。 本文以二種研究方式進行資料蒐集。首先在驗證H1部份(領導者定位對領導者行為的影響),以情境故事法(Scenario)的準實驗設計,發放500份腳本問卷,共計回收377份有效樣本,有效回收率75.4%。在驗證H2部份(領導行為對部屬情緒耗竭的影響),採用問卷調查法(Sample survey)蒐集資料,期能涵蓋不同類型的工作與組織;因此,在產業別或功能屬性之設定,並無針對性,以立意抽樣之方式進行,共計發放230份問卷,共計回收185有效樣本,有效回收率80.4%。 實證研究結果顯示;(1)主管定位部屬為「高能力/高信任」時,會展現高度的授權領導行為;(2)主管定位部屬為「高信任」時,會有較高程度的栽培領導行為;(3)不管主管如何定位部屬,其威權領導行的展現未達差異顯著水準;(4)當主管定位部屬「低信任」時,會有較高的防衞領導行為;(5)栽培領導行為對部屬情緒耗竭有顯著的負向影響;(6)防衛領導行為對部屬情緒耗竭有顯著的正向影響;(7)授權與威權領導行為對部屬情緒耗竭的影響未達差異顯著水準。 依據研究結果,本文提出以下幾點管理意涵,(1)主管會對部屬「定位」進而產生相對應領導行為;(2)部屬可預判主管領導行為;(3)整體而言,信任關係重於專業能力。最後提出研究結論以及未來研究建議,以期對企業組織提出具體貢獻。
This research bases on the psychological positioning perspective, investigating the relationship between leader positioning and leader behavior. The process of positioning takes place as leader as the center, to position subordinate by evaluating their professional competence and personal trust, then to decide the response of leader behavior (e.g., delegation, mentor, authoritarian, and precaution). In practice, the aim is to bring out how leaders adjust their own leader behavior when dealing with a specific subordinate, and to discuss how subordinates’ emotional exhaustion was affected due to leader behavior. The data was collected from quasi-experimental design (four scenarios;total script N = 500, valid script = 377; valid response rate is 75.4%) and sample survey (total number of questionnaire N = 230, valid questionnaire = 185; valid response rate is 80.4%). ANOVA and multiple-regression were conducted for testing hypotheses. The empirical results are as follows: 1) delegation behavior is determined when both follower’s professional competence and personal trust in follower were high; 2) leader behaves more in mentoring way because of the positive trust in follower; 3) there is no significant difference of authoritarian behavior among four leadership orientations; 4) negative trust in follower causes high level of precaution behavior; 5) significant negative effect exists between mentoring behavior and followers’ emotional exhaustion; 6) significant positive effect exists between precaution behavior and followers’ emotional exhaustion; and 7) there are no significant differences between delegation and authoritarian behaviors’ effect upon followers’ emotional exhaustion. The current study goes on to discuss managerial implications based on the findings. First, supervisors “positioning” subordinates and execute leader behaviors accordingly. Secondly, subordinates could predict leader behaviors. Lastly, personal trust outweighs professional competence. Research conclusions, managerial implications, and future studies were suggested afterwards