倫理領導與領導效能關聯性之探討

An Exploration of Relationship between Ethical Leadership and Leadership Effectiveness

許金田(Chin-Tien Hsu)

指導教授 ： 徐木蘭

共同指導教授 ： 黃崇興

國立臺灣大學/管理學院/商學研究所/博士(2004年)

https://doi.org/10.6342/NTU.2004.00103

摘要

摘要
雖然過去二十年來對於轉換型與交易型領導行為的探討已有大量的研究，但對於領導行為與影響歷程中倫理所扮演的角色，則是最近才出現的議題。過去30年之間，組織領導者的信任特質逐漸消失，經由新聞媒體不斷揭露的醜聞，刺醒了人們對領導者的美好印象，人們開始對組織領導者的動機、能力、以及廉潔加以冷嘲熱諷，甚至產生高度的質疑與不信任。因此，倫理領導一詞逐漸受到相關理論的廣泛應用，然而，僅有少數研究曾從系統化分析的角度去探討組織中倫理與領導的關聯性。基於此，本研究的研究目的有三，首先，探討領導者的道德成熟度（moral reasoning）能力是否會影響部屬對領導者領導行為的知覺？亦即領導者的認知性道德成熟度的高低，是否會影響部屬對於領導者所展現於外之轉換型或交易型領導行為的知覺。其次，結合領導行為與道德成熟度兩個構面，形成四種不同型態的倫理領導，並深入分析各種倫理領導型態（道德轉換型、虛假轉換型、互利交易型、以及自利交易）的倫理意涵，及探討其與領導效能（對主管的信任、對主管的承諾、以及組織公民行為）的關聯性。最後，探討不同類型的倫理領導者是否會因本身所持有之倫理觀點（目的論及道義論）的差異，而產生不同的領導效能，亦即，本文最後一個目的，即在於探究倫理觀點（目的論及道義論）對「倫理領導與領導效能之關係」的調節效果。
為能精確掌握上述關於倫理與領導兩大主流構面所產生的議題，遂於台灣及大陸兩個地區，針對各種不同的行業、不同階層的主管及其部屬進行一對一配對問卷訪問，樣本資料共計385對（即385位主管及385位對應的部屬），經採取適當統計方法進行分析，本研究得到幾項結論，分述如下：
一、當領導者的道德成熟度越高，越有可能會被部屬知覺為轉換型領導者，亦即，擁有較高道德成熟度的領導者比僅擁有低道德成熟度的領導者，會表現出較多的轉換型領導行為。
二、不論領導者的道德成熟度處於任何階段，其在交易型領導行為的表現均無顯著的差異。
三、領導者的道德成熟度與轉換型領導行為或交易型領導行為的交互作用，會顯著地影響領導者的領導效能。
四、當領導者展現出道德轉換型領導行為或互利交易型領導行為時，跟隨者會表現出對主管有較高的信任感及承諾感，並且也會有較多的組織公民行為；反之，當領導者展現出虛假轉換型領導行為或自利交易型領導行為時，跟隨者會表現出對主管有較低的信任感與承諾感，以及較少的組織公民行為。
五、道義論倫理觀點對道德轉換型領導與主管信任及組織公民行為有正向的調節效果。然而，道義論倫理觀點對道德轉換型領導與主管承諾的調節效果則未達顯著水準。
六、目的論倫理觀點對互利交易型領導與主管信任及主管承諾有正向的調節效果。然而，目的論倫理觀點對互利交易型領導與組織公民行為調節效果並未達顯著水準。
七、當領導者採取的虛假轉換型領導行為時，不論該領導者以道義論或目的論倫理觀點作為決策依據，部屬對主管的信任或組織公民行為均不會有任何的改變。然而，對虛假轉換型領導行為與主管承諾卻呈現出顯著的負向調節效果。
八、當領導者採取的自利交易型領導行為時，不論該領導者以道義論或目的論倫理觀點作為決策依據，部屬對主管的信任、主管的承諾或組織公民行為也不會有任何的改變。
關鍵詞：倫理領導、道德成熟度、倫理觀點

關鍵字

道德成熟度 ； 倫理領導 ； 倫理觀點

並列摘要

Abstract
Although the transformational and transactional leadership behaviors have been researched extensively in the past two decades, the role of the ethics of leadership behaviors and influence processes had only recently emerged as an issue. Organizational leaders’ trust fibers have been declining in the past three decades. Disillusionment about the leader has been prodded by repeated scandals proclaimed in the news media. People have become increasingly sarcastic about the motives, competence, and integrity of organizational leaders. Therefore, terms such as ethical leadership were used widely in theory, yet little systematic research has related an ethical dimension to leadership in organization. In view of this point, there were three purposes of the study, first, to investigate whether leaders’ moral reasoning was related with the transformational and transactional leadership behaviors they exhibited as perceived by their followers. Second, to combine the dimensions of leadership behaviors with the leaders’ level of moral reasoning, form four types of ethical leadership, and analyze thoroughly the ethical meanings of these ethical leadership behaviors (including moral altruism-transformational, mutual altruism-transactional, pseudo egoism-transformational, and egoism-transactional leadership). Furthermore, this study probed into the relationship between ethical leadership and leadership effectiveness. Finally, this study adopted the ethical perspective as a moderator to explore the moderated effects between ethical leadership behaviors and leadership effectiveness.
In order to exactly grasp the issues that resulted from the two predomination of both ethical and leadership. Consequently, this study took 385 leaders and 385 direct subordinates from a variety of industries as well as positions in Taiwan and Mainland China as subjects.
The main findings of this study were as follows:
(1) Leaders with higher moral reasoning will be perceived by their followers as more transformational, that is, the leaders exhibiting higher moral-reasoning levels would display greater transformational leadership behaviors than leaders with lower moral-reasoning levels.
(2) There had no significant influence on the transactional leadership behaviors as leaders with high or low moral-reasoning level.
(3) The interaction effects between leaders’ moral reasoning and leadership behaviors on leaders’ leadership effectiveness were significant.
(4) Regardless the leaders exhibit the moral altruism-transformational or mutual altruism-transactional leadership behaviors, the followers will display higher trust and commitment to their leaders as well as organizational citizenship behaviors; whereas pseudo egoism-transformational and egoism-transactional leadership behaviors have negative influences on trust and commitment to their leaders as well as organizational citizenship behaviors.
(5) Deontological perspective can positively moderate the relationships between moral altruism-transformational leadership behaviors and trust to their leaders and organizational citizenship behaviors. But, deontological perspective has no significant regarding the influence of moral altruism-transformational leadership behaviors on commitment to their leaders.
(6) Teleological perspective can positively moderate the relationships between mutual altruism-transactional leadership behaviors and trust to their leaders and commitment to their leaders. Whereas, teleological perspective has no significant regarding the influence of mutual altruism-transactional leadership behaviors on organizational citizenship behaviors.
(7) As a leader with the pseudo egoism-transformational leadership behaviors, no matter what the ethical perspectives the leader possesses, leadership behaviors will not influence trust to their leaders and organizational citizenship behaviors. However, pseudo egoism-transformational leadership behaviors had a negative influence on commitment to their leaders.
(8) As a leader with the egoism-transactional leadership behaviors, no matter what the ethical perspectives the leader possesses, leadership behaviors will not influence trust and commitment to their leaders as well as organizational citizenship behaviors.

Keywords: Ethical Leadership, Moral Reasoning, And Ethical Perspective.

並列關鍵字

moral reasoning ； ethical leadership ； ethical perspective

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