- 學位論文
員工歸類模式與主管、部屬交換關係：主管影響策略使用的中介角色
Leaders' subordinate categorization model and leader-member exchange: Use of influence tactics as a mediator
摘要
LMX理論是一個強調領導者會對部屬有不同對待方式的一套理論，會將親近自己的部屬歸類成圈內團體，且近代研究說明使用LMX領導理論對組織影響是具有正向效果存在。但先前研究鮮少說明領導者使用LMX領導部屬時，將部屬區分成不同類別的形成過程。本研究使用華人情境下的員工歸類標準，領導者會將部屬分為親、忠、才三種類別，並且使用影響策略當中的私人訴求、交換關係，以及諮詢讓部屬感受到領導者的歸類過程。研究使用問卷法收集樣本資料，共201部屬與主管的對偶資料，透過階層迴歸分析，結果說明，使用親、忠、才都會對關係品質有正面影響，且親與忠也會透過影響策略影響關係品質，但才則沒有受到影響策略的影響。最後，本文進一步說明研究限制，並提出未來研究方向。
並列摘要
LMX is a leadership theory that emphasizes that leaders treat their subordinates differently, classifying close subordinates as “in-group.” Literature on LMX mainly concentrates on the positive impact on organizational effectiveness, but rarely examine how leaders classify subordinates into different categories and form differentiated LMX relationships with them. To address this void, I used a standard Chinese classification of employees (i.e., leaders divided their subordinates based on guanxi, loyalty, and competence) to understand how such Chinese employee categorization leads to differentiated use of influence tactics (including personal appeals, exchange, and consultation) and, in turn, different levels of LMX quality. Sampling from 201 dyads of subordinates and supervisors, I found that all types of leader categorization (i.e., guanxi, loyalty, and competence) positively related to LMX quality. In addition, the use of personal appeals tactic partially mediated the link between guanxi and LMX quality, and the use of exchange tactic partially mediated the association between loyalty and LMX quality. However, the main effect of competence on LMX quality was irrelevant to the use of influence tactics. Contributions and limitations of this study were then discussed, and suggestions were provided for future research in organizational leadership.
參考文獻
被引用紀錄
延伸閱讀
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