追隨者定位、追隨者行為與領導者對部屬滿意度之研究—心理定位之觀點

Investigating the Relationships among Follower-Positioning, Follower Behaviors and Supervisor's Satisfaction toward Subordinate under the Psychological Positioning Perspective

林南志(Nan-Chih Lin)

指導教授 ： 嚴奇峰

中原大學/商學院/企業管理研究所/碩士(2012年)

https://doi.org/10.6840/cycu201200292

摘要

現今全球化經濟的發展促進了企業的進步，企業的領導者(leader)面對激烈的競爭環境有時顯得力不從心，所以愈來愈多管理研究者把企業的潛力聚焦到團隊的成員身上，引申出追隨者(follower)，追隨(followership)等概念。本文以心理定位理論觀點為基礎，強調部屬觀點在領導歷程中扮演著重要角色，提出追隨者定位過程，即部屬以自己為中心，同時考量對主管的信任關係以及主管的專業能力後，形成四種追隨者導向，依此決定追隨者行為(模範、學習、消極以及疏離)，且追隨者行為將影響主管對部屬滿意度。
本文藉由準實驗設計以及樣本調查進行蒐集資料，在準實驗設計方面，共發放500份腳本問卷，共計回收389份有效樣本，有效回收率77.8%。在樣本調查方面，共計發放230份問卷，共計回收159份有效樣本，有效回收率69.1%。資料分析以變異數分析以及階層迴歸驗證相關假設。
實證研究結果顯示，(1)部屬定位主管為高信任時，會展現高度的模範追隨行為；(2)部屬定位主管為高能力及高信任時，會有最高程度的學習追隨行為；(3)部屬定位主管為低信任時，會傾向展現消極追隨行為；(4)部屬定位主管為低能力及低信任時，會有最高程度的疏離追隨行為；(5)模範、學習行為與「主管對部屬的滿意度」具有正向影響；(6)疏離行為與「主管對部屬的滿意度」具有負向影響；(7)消極行為不影響主管對部屬的滿意度。
依據研究結果，本文提出以下幾點管理意涵，(1)部屬會對主管「定位」並產生相對應追隨行為；(2)主管可預期部屬追隨行為；(3)正向追隨行為的產生－「信任關係」重於「專業能力」；(4)面對不同追隨行為的部屬主管如何因應。最後於文末提出研究結論、管理意涵以及未來研究建議，期望透過本研究提出之理論架構與驗證結果，提供企業主在組織管理的參考。

關鍵字

追隨者定位 ； 心理定位 ； 主管對部屬滿意度 ； 追隨者行為

並列摘要

Nowadays, the development of economical globalization accelerates the enterprises’ progressing speed. Facing the cruel competition, leaders sometimes fail to do what they wish to accomplish under varieties of challenge. Therefore, more and more management researchers focus the enterprises’ future potential onto the team members, which extended to the concept such as follower and followership. The aim of this research is to present the importance of subordinates’ opinion and their significant roles in the process of following based on psychological positioning perspective. According to the psychological positioning perspective, in consideration with the trust bond to leaders and leaders’ professional competence, followers performed four orientations (e.g., exemplariness, apprentice, passiveness, and alienation), and the follower-behavior will affect superviser’s satisfaction.
The data were collected from quasi-experimental design ( four scenarios；total script N = 500, valid script = 389; response rate is 77.8%) and sample survey (total number of questionnaire N = 230, valid questionnaire =159; valid response rate is 69.1%). ANOVA and multiple-regression were conducted for testing hypotheses.
The results of quasi-experimental design show that 1) positive trust in leader resulted in exemplary behavior; 2) apprenticing behavior was caused by high level of leader’s professional competence and positive trust in leader; 3) follower behaved in passive way when trusting leader negatively; 4) the highest level of alienated behaviors was going to take place under the condition of low level of leader’s professional competence in addition with negative trust in leader; 5) exemplary and apprenticing behaviors present positive association with supervisior’s saticfaction; 6) negative association shows up in alienation and supervisor’s satisfaction; 7) passive behavior has no significant influence on supervisor’s satisfaction.
The current study goes on to discuss managerial implications based on the findings. First of all, followers tend to position supervisors and lead to the follower-behavior. Secondly, it is presumable for supervisors to anticipate follower-behavior of subordinate. Thirdly, the result of positive follower-behavior－personal trust outweighs professtional competence. Lastly, how supervisor can respond according to different follower-behavior. Finally, the research conclusions, managerial implications, and future studies were suggested.

並列關鍵字

psychological postioning ； follower-positioning ； supervisor’s satisfaction. ； follower-behavior

參考文獻

林義又，2007，信任關係及權力關係對家族企業主評估經理人績效之影響研究。中原大學企業管理研究所 碩士論文。

姜定宇，2009，華人企業主管知覺部屬效忠。中華心理學刊，第51卷，第1期，頁：101-120。

姜定宇、鄭伯壎、鄭紀瑩、周麗芳，2007，華人效忠主管的概念分析與量表建構。中華心理學刊，第49卷，第4期，頁：407-432。

陳吳政，2002，組織文化、領導行為、工作滿足與組織承諾之關係研究─以嘉南地區銀行為例，國立成功大學企業管理研究所 碩士論文。

楊書毓、連廷嘉，2009，受督導者依附行為量表之編製研究。新竹教育大學學報，第26卷，第2期，頁：23-56。