- 學位論文
轉型領導與對主管評價：主管與部屬性別的調節效果
Transformational leadership and evaluations on leaders: The moderating effects of leader and subordinate gender
摘要
過去研究時常表明，女性領導者會使用轉型領導以消除刻板印象所造成的偏見，進而實現較好的領導效能，但是此說法並沒有得到實驗結果證實。為了證明女性領導者使用轉型領導的確能達到優勢領導的效果，首先本研究認為團隊取向的轉型領導與男性角色較為一致，而個體取向的轉型領導則與女性角色較一致。根據歸因理論對於性別和領導的說法，本研究預期，當男性領導者展現出個體取向的轉型領導時，獲得的評價將會優於同樣展現出個體取向轉型領導的女性領導者，而當女性領導者展現出團隊取向的轉型領導時，所獲得的評價將會優於同樣展現出團隊取向的男性領導者。同時我們也預期，在評價一位領導者時，若給予評價之人性別不同，造成的影響效果應該會更進一步地加強。本研究所使用的組間設計情境實驗整體而言支持上述預期。最後根據本研究之結果、貢獻、研究限制以及對於未來研究之建議進行討論。
並列摘要
Extent research often suggests that female leaders adopt transformational leadership to eliminate stereotypic prejudice and achieve leadership advantage, but this argument has not been empirically examined. To examine whether female leaders’ use of transformational leadership truly leads to their leadership advantage, I first argued that team-oriented transformational leadership is more consistent with male gender roles, and that individual-oriented transformational leadership is more consistent with female gender roles. According to the attribution-based theory of gender and leadership, I then predicted that male leaders receive higher evaluations than female ones when they demonstrate individual-oriented transformational leadership, and that female leaders receive higher evaluations than male ones when they display team-oriented transformational leadership. I also predicted that such effects should be stronger when the gender of evaluators is different from that of leaders being evaluated. A between-subjects scenario experiment in general supported my predictions. Based on my findings, contributions, limitations, and suggestions for future studies were then discussed.