組織機構中領導者與追隨者行為之互動與成效研究—華人社會文化之觀點

A Research on the Interaction and Result of Leader and Follower in Organizations—A Chinese Socio-Cultural Perspective

邱慧美(Huei-Mei Chiu)

指導教授 ： 嚴奇峰

中原大學/商學院/企業管理研究所/碩士(2015年)

https://doi.org/10.6840/cycu201500281

摘要

本研究以心理定位理論為基礎，領導者為主體，採單向(領導者)觀點、雙向(領導者和部屬)互動角度去探究華人組織中之互動與成效。由領導者將追隨者以信任關係和專業能力區分為四個類型，然後探究領導者對此四類型追隨者之相對應的行為。最後，加入時間及情境變化因素，探究領導者和追隨者間關係變化後之互動與成效。
本研究以質性深度訪談方式，針對熟悉組織(機構和企業)運作之15位中、高階主管進行研究。結果顯示：一、在一般情形下，領導者對定位中的各類型部屬會有以下相對應方式：1.對第一類型的部屬，會具有同理心、尊重、授權，並重用之；2.對第二類型的部屬，會採取自利、漠視、防衛，和掌控的對應行為；3.對第三類型的部屬，較會採取測試、厲色、嚴管和隔絕的對應行為；4.對第四類型的部屬，會採用包容、提攜、派訓，並培植的對應行為。二、在經過時間及情境變化後，領導者對各類型部屬的相對應方式也會有所不同：1.對第一類型的部屬，經過一段時間互動後：(1)若部屬仍能謹守分寸、有效完成任務，彼此會有正向增強的關係；(2)若部屬恃寵不好控制、不論任務完成與否，彼此會有正向關係減弱的情形；(3)若部屬守分寸並能夠控制、即使疏忽犯錯，彼此正向關係不變或輕微減弱。2.對第二類型的部屬，經過一段時間互動：(1)若部屬表現很現實、被動，但仍得以掌控、在期限內完成任務，彼此間會有負向關係不變或減弱的情形；(2)若部屬自命不凡反客為主、不論任務完成與否，彼此會有負向關係增強的情形；(3)若部屬自負冷漠但仍得以控制、可完成交付任務，彼此負向關係不變或些微增加。3.對第三類型的部屬，經過一段時間互動：(1)若部屬守分願意學習，即使只執行一般例行事務，彼此負向關係不變或些微增加；(2)若部屬不能謹守本分、仍能在主管監督下完成任務，彼此間會有負向關係緩增的情形；(3)若部屬學習成效不佳、無法穏定完成任務，彼此會有負向關係增強的情形。4.對第四類型的部屬，經過一段時間互動：(1)若部屬忠心勤快、盡力完成任務，彼此會有正向關係穏定增加；(2)若部屬態度消極保守、無法有效完成任務，彼此會有正向關係減弱的情形；(3)若部屬忠心且願意學習、即使無法完成任務，彼此正向關係不變或輕微減弱。
依據研究結果，本文提出以下結論與管理意涵：在華人的組織中，一、領導者確實對不同類型部屬會有不同的對應行為，且會因時間及情境變化不同產生變化。二、領導者首重與部屬間之「信任關係」；當「信任關係好(正向)」時，彼此是在正向區間上增減變化；而當「信任關係不好(負向)」時，彼此「關係不惡化」就是可接受的最好狀態。三、在單純「個人心理情感」狀態下，主管最不喜歡第二類型的部屬，但在考慮「風險控管」前提下，最不喜歡的就變成第三類型的部屬。最後，本研究根據結果及意涵，提供實務及未來研究建議。

關鍵字

華人組織 ； 信任關係 ； 互動與成效 ； 心理定位理論 ； 專業能力

並列摘要

This research based on the Psychological-Positioning Theory which focuses on effects of the view of leaders and the interactions between leaders and followers in Chinese organizations. First, the research indicates leader’s behavior is determined according to four types of followers’ trust relationship and professional ability. Then, we discuss the four types of behaviors of followers and leaders in response. Finally, adding with time and situational change, this research explored the interactions and effectiveness of the leaders’ and followers’ relationship.
This study adopted qualitativemethod by in-depth interviews. Research data were collected from fifteen (15) middle/high level leaders who were familiar with the organization (institutions/enterprises), and sixty (60) interaction records were collected and analyzed. The results are as follows.
1) In general, each leader has four different types related positionings on his followers.
1.1) Treating for the first type of followers, the leaders will show their empathy, respects, authorization, and preferment.
1.2) Treating for the second type of followers, the leaders will show their selfishness, ignorance, and precaution.
1.3) Treating for the third type of followers, the leaders will show their testing, seriousness, control and segregation.
1.4) Treating for the fourth type of followers, the leaders will show their forgiveness, guiding, training, and cultivation.
2) The leaders have different considerations and scenarios on followers after a period of time and the variability of situations.
2.1) After a period of time, leader interacts with the first type of followers:
2.1-1) Both of them have positive reinforcement relationship if the followers keep a sense of propriety and finish their duties with high effectiveness.
2.1-2) Both of them can weaken the positive relationship if the followers are out of control whether they carry out their duties or not.
2.1-3) Both of them will keep/weaken their relationship if the followers are under control even they make little mistakes.
2.2) After a period of time, leader interacts with the second type of followers:
2.2-1) Both of them keep negative or weaken relationship if the followers are realistic and passive but be controlled and finishing tasks on time.
2.2-2) Both of them have enhanced negative relationship if the followers are conceited whether they finish the tasks or not.
2.2-3) The negative relationship between them may worse off or remain unchanged if the followers are conceited but still controllable and finishing tasks on time. Leaders are still consigned tasks to followers.
2.3) After a period of time, leader interacts with the third type of followers:
2.3-1) Both of them keep negative relationship or more if the followers are willing to learn, or just do regular jobs.
2.3-2) Both of them keep negative relationship or increasing a little if the followers can't undertake their duties. However, they will finish the tasks properly under leaders’ supervision.
2.3-3) Both of them have negative relationship increasingly if the followers have poor learning and can't achieve the tasks which leader assigns.
2.4) After a period of time, leader interacts with the fourth type of followers:
2.4-1) Their positive relationship will be stabilized in a upward increase if the followers have high loyalty and do the best to complete tasks.
2.4-2) Both of their positive relationship will be decreasing if the followers’ attitude are too conservative to complete tasks.
2.4-3) Both of their positive relationship will be decreasing mildly if the followers are willing to learn even they seldom finish tasks.
Data collection for this research is based on the qualitative methods. The results support these propositions that the changes in the relationship between Chinese leadership style and subordinate performance are interrelated. In accordance with the findings, this study concludes that trust between leaders and subordinates play a significant vital role.
This research finalizes with suggestions on practical use and future study based on the research results and implications.

並列關鍵字

Professional Ability ； Trust relationship ； Psychological Positioning Theory ； Chinese Organization ； Interaction and Performance

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