家長式領導的三元模式：中國大陸企業組織的證據

A Triad Model of Paternalistic Leadership: Evidence from Business Organizations in Mainland China

鄭伯壎(Bor-Shiuan Cheng) ； 周麗芳(Li-Fang Chou) ； 黃敏萍(Min-Ping Huang) ； 樊景立(Jiing-Lih Farh) ； 彭泗清(Si-Qing Peng)

《本土心理學研究》 20期 (2003/12) Pp. 209-250

摘要

家長式領導雖然是華人企業組織中的普遍現象，但現有的證據幾乎都來自東亞三小龍以及東南亞華僑社會的企業組識，尤其是家族企業。至於中國大陸企業組織的情形，則不得而知。本研究以中國大陸企業組識之240對領導者與部屬對偶做為主要研究對象，來瞭解家長式頜導在中國大陸企業組識的普遍性、三元模式的類推性，以及施恩、立威、樹德三類領導作風的作用。結果發現：(1)確認性因素分析的結果顯示，整個家長式領導三元模式－仁慈、威權及德行領導的模式適合度指標良好。(2)相對於西方轉型領導概念，家長式領導對部屬反應與部屬態度均具有獨特解釋力；而對應之西方領導，除了組織承諾之外，亦對各後果變項具有獨特解釋力。(3)就家長式領導三元素的相對影響效果來說，以德行領導的效果較強。(4)就領導元素間的互動而言，恩威並濟對本土忠誠具正向效果；而仁德與威德則對彼果變項具負面互涉效果。(5)部屬的權威取向對威權領導與部屬的反應與態度不具調節效果。前面四項結果與台灣樣本的研究結果類似，最後一項則有所差異。

關鍵字

家長式領導 ； 部屬反應 ； 傳統性之權威取向

並列摘要

Paternalistic Leadership (PL) has been labeled a prevalent phenomenon in Chinese business organizations, almost all current evidence comes from organizations in the 3 tigers of East Asia and the overseas Chinese societies in South-East Asia, especially from Chinese Family Businesses (CFBs). But paternalistic leadership has been little explored in the business organizations of Mainland China. We sampled 240 leader-subordinate dyads from business organizations in China to probe the prevalence of PL, the generalizability of the triad model, and the influence of 3 leadership styles: shi-en (granting favors), li-wei (inspiring awe or fear) and shuh-der (setting a moral example). Results indicated: (1) according to confirmatory factor analysis, the fitness of the triad model including benevolent, authoritarian, and moral leadership, is good; (2) compared PL with Western transformational leadership, PL had unique explanative power for all the responses and attitudes of subordinates, and transformational leadership also had unique effects on all dependent variables except organizational commitment; (3) moral leadership had the most significant main effect of the 3 elements of PL; (4) for the interaction effects among the 3 elements, leadership utilizing equivalent En and Wei had a positive effect on emic-loyalty, but En - Der and Wei - Der had negative interaction effects on outcome variables; (5) the subordinate' s authority orientation had no moderating effect on authoritarian leadership to subordinate responses. The first 4 findings are similar to those acquired with a sample in Taiwan.

並列關鍵字

authority orientation of traditionality ； paternalistic leadership ； subordinate responses

參考文獻

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