不是不說，地方對才說：權力觀點下的威權領導與員工建言

I will speak up only in the right place: A power perspective of authoritarian leadership and employee voice

陳其琰(Chi-Yen Chen)

指導教授 ： 周婉茹

中原大學/理學院/心理學研究所/碩士(2021年)

https://doi.org/10.6840/cycu202100127

摘要

過去研究指出，威權領導會引發部屬的心理不安全感進而降低建言行為，而上下私交關係能緩和這段關係，但尚未有研究發現何時威權領導下的部屬會有建言行為。可能的原因有二：其一，過去研究多聚焦在公開建言，並未考量部屬會因顧及主管的權威與臉面，轉而採取私下建言；其二，威權領導與建言行為的相關研究，尚未找出在什麼條件下，威權領導者的部屬才會建言，即尚缺關鍵的啟動條件。考量到部屬建言行為涉及到風險評估與行為啟動兩個關鍵，本研究納入能反映此二種關鍵的上下私交關係與權力觀點（即部屬對自己行為的掌控感），以權力的接近抑制理論探討：面對威權領導，部屬何時會實際付諸建言行動。本研究透過一名主管搭配三名部屬的配對設計，蒐集到281份有效問卷，並透過階層迴歸分析進行假設驗證。研究結果顯示，威權領導、上下私交關係、個人權力感知/參照權評斷三者之交互作用對私下建言具有正向的預測效果，並發現當上下私交關係、個人權力感知/參照權評斷皆高時，威權領導與建言行為具有正向關聯。最後，提出理論與實務的貢獻、研究限制，以及未來研究建議。

關鍵字

威權領導 ； 建言行為 ； 上下私交關係 ； 個人權力感知 ； 參照權評斷

並列摘要

Previous research indicates authoritarian leadership would undermine subordinates’ psychological safety, which in turn decrease their voice behavior, whereas, supervisor–subordinate guanxi may mitigate this negative relationship. However, there is still lack of research find out when or how subordinates would speak up under authoritarian leaders. There are two possible reasons: First, most research focused on voice in public which didn't consider that subordinates may voice in private due to supervisor's authority and face; Second, past research did not clearly indicate the specific circumstance to encourage or initiate subordinate to voice under authoritarian leaders. Considering that subordinates’ voice behaviors involve two key points: risk assessment and behavior initiation, this study incorporates supervisor–subordinate guanxi and power viewpoints (i.e., subordinates’ sense of control over their own behaviors) as well as approach-inhibition theory of power to answer the research question. Quantitative research is used to discover the circumstance that subordinates actually speak up under authoritarian leadership. By using survey research and paired design (1 supervisor with 3 subordinate), this study obtained supervisor–subordinate dyad data amounting to 281 valid observations, and use hierarchical regression analysis for hypotheses test. The results showed that the three-way interaction among authoritarian leadership, supervisor–subordinate guanxi, and personal sense of power/ reference power evaluation is positive related to voice in private; when both supervisor–subordinate guanxi and personal sense of power/ reference power evaluation are high, authoritarian leadership is positive related to voice in private. The theoretical and practical implications, limitations, and further research directions of our findings are discussed in the end.

並列關鍵字

authoritarian leadership ； voice behavior ； supervisor–subordinate guanxi ； personal sense of power ； reference power evaluation

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