家長式領導與工作形塑: 主管信任的調節觀點

在現今有關華人領導以及工作形塑的議題日益趨盛，而在華人領導中家長式領導的討論是最為廣泛。所謂家長式領導即是主管會展現威權、仁慈與德行領導的風格，而當主管展現出不同風格時部屬也會作出相對應的行為來呼應主管的行為，因此家長式領導是一種由主管展現行為來間接影響、激勵部屬行為的領導模式。而有關工作形塑則是員工會自發性地透過形塑行為(如：尋求資源、尋求挑戰、降低要求等)來重新賦予對工作的意義，而有關過去工作形塑的研究也說明工作形塑對於員工工作績效是有顯著的影響的。然而即使在華人領導議題中有關家長式領導的討論十分廣泛，但在過去的研究中大多數的文獻都是探討家長式領導對部屬工作績效等變數直接的影響，卻鮮少有研究釐清究竟家長式領導是透過何種機制來影響部屬的；工作形塑過去的研究，也鮮少有提及家長式領導是否為工作形塑的前因。基於上述，本研究將有別於過去的研究，以家長式領導的概念出發，加入工作形塑的概念並試圖用工作形塑的來理清家長式領導影響部屬的機制，同時以主管信任為調節變相來檢視員工是否會因為主管的信任放大形塑行為。因而本研究的主要假設有四：1.家長式領導對工作形塑的影響、2.家長式領導對工作形塑的影響、3.工作形塑對家長式領導與工作績效的中介效果、4.主管信任調節家長式領導與工作形塑的效果。研究採用問卷調查法，以目前有正職工作的工作者為研究對象，共回收了177 份有效配對問卷，結果發現：家長式領導對工作績效有顯著影響；家長式領導中僅有仁慈領導對工作形塑-尋求挑戰有顯著影響，並且工作形塑-尋求挑戰對仁慈領導與工作績效具有中介效果；主管信任調節家長式領導與工作形塑效果則不顯著。最後，針對本研究的結果與限制進行討論與提出未來研究方向的建議。

關鍵字

家長式領導；工作形塑；工作績效；主管信任

並列摘要

Today, the topic of Chinese leadership and Job Crafting is becoming more popular, and the discussion of Paternalistic leadership is the most extensive among Chinese leaders. About Paternalistic Leadership is the leader will reveal Authoritarianism, Benevolence, or Moral character leadership’s style when the leader reveals different leadership’s style the subordinate will reveals different behavior to echo the leader, too. Therefore, paternalistic leadership is a leadership model in which the behavior of supervisors indirectly influences and motivates the behavior of subordinates. And about Job Crafting is that employees will spontaneously re-giving their work spontaneously through crafting behaviors (such as: seeking resources, seeking challenges, lowering requirements.). And research on past Job Crafting also shows that Job Crafting has a significant impact on employee Job Performance. However, even though the discussion of Paternalistic leadership in Chinese leadership issues is extensive, most of the literature in the past researchers has explored the direct impact of Paternalistic leadership on subordinates’ Job Performance. But its few researchers clarify the mechanisms through which paternalistic leadership affects subordinates, and in the past research on Job Crafting has rarely addressed whether paternalistic leadership is an antecedent to Job Crafting, either. Based on the above, this study will be different from previous researchers, it will be starting from the concept of Paternalistic leadership and adding the concept of Job Crafting trying to use Job Crafting to clarify the mechanism by which Paternalistic leadership affects subordinates, at the same time this research will using supervisor trust as a moderator to examine whether employees will magnify their Craft due to supervisor trust, too. Therefore, the main hypotheses of this study are four: 1. The effect of Paternalistic leadership on Job Crafting, 2. The impact of Paternalistic leadership on Job Crafting, 3. The mediating effect of Job Crafting on Paternalistic leadership and Job Performance, 4. Supervisor trust moderates the effects of paternalistic leadership and Job Crafting. This research adopts the questionnaire survey method, taking workers with full time jobs as the research object. A total of 177 valid matching questionnaires were collected. The results found：Paternalistic leadership has a significant impact on Job performance; only benevolent leadership in Paternalistic leadership has a significant impact on Job Crafting -challenge seeking, and Job Crafting-challenge seeking has a mediating effect on benevolent leadership and Job performance. Supervisor trust moderates’ paternalistic leadership and Job Crafting effect is not significant. Finally, I discussed the result and limitations of this study and future directions of research.