部屬家族取向、他人取向、與主管忠誠：家長式領導的調節效果

黃亦莉

doi:10.6342/NTU.2008.03241

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部屬家族取向、他人取向、與主管忠誠：家長式領導的調節效果

Familistic Orientation, Other Orientation, and Supervisory Loyalty: A Moderation Effect of Paternalistic Leadership

黃亦莉 , Masters　　Advisor：鄭伯壎　　

英文 DOI： 10.6342/NTU.2008.03241

主管忠誠；家族取向；他人取向；家長式領導； Supervisory Loyalty ； Familistic Orientation ； Other Orientation ； Paternalistic Leadership

Abstract │ Reference (125) │ Times Cited (2) │ Altmetrics

Abstract 〈TOP〉

Parallel Abstract 〈TOP〉

Supervisory loyalty (SL) is a critical issue in modern Chinese organizations. However, most studies do not consider the effect of subordinate’s traditional Chinese culture (social orientation) to supervisory loyalty. To clarify the indigenous meaning of Chinese SL, this study proposed that subordinate’s Chinese behavioral tendencies (familistic orientation and other orientation) are important antecedents of SL (person-related SL: “identification and internalization” and “sacrifice and compliance”; and task-related SL: “initiative supportiveness” and “task assistance”). Furthermore, this study investigated the moderation effect of supervisor’s paternalistic leadership on the relationship between Chinese behavioral tendencies and Chinese SL. In this survey-designed study, the participants were 281 Taiwanese employees from service industry, tourism and leisure industry, and traditional manufacturing industry. Result findings are as follows: (a) both types of Chinese behavioral tendencies are significantly positive-associated with person-related and task-related SL, with an exception that other orientation is not associated with “sacrifice and compliance”; (b) familistic orientation has a stronger association to person-related SL, and other orientation has a stronger association to task-related SL; (c) authoritarian leadership of supervisor moderates the relationship between other orientation and task assistance; benevolent leadership moderates the relationship between familistic orientation and person-related SL, and between other orientation and “initiative supportiveness”; and moral leadership moderates the relationship between familistic orientation and person-related SL, and between other orientation and “task assistance”. Contributions and limitations are discussed, and suggestions are provided for future studies and managerial practices in Chinese organizations.

Reference ( 125 ) 〈TOP〉

朱瑞玲（1988）。中國人的社會互動：論面子的問題。見楊國樞（主編）：「中國人的心理」。台北：桂冠圖書公司。
連結：
李亦園（1985）。中國家族及其儀式 --- 若干觀念的探討。「中央研究院民族學研究所集刊」（台北），23期，167-193。
連結：
李聿旻（2006）。「積極與消極德行領導：一項區辨效度的初步分析」（未發表之碩士論文）。台北：國立台灣大學心理學研究所。
連結：
李柏英（2002）。評價歷程的理論與測量：探討價值觀與情境關聯的新取向。「應用心理學研究」，14期，79-115。
連結：
周麗芳（2002）。華人組織中的關係與社會網絡。「本土心理學研究」，18期，175-228。
連結：

Times Cited (2) 〈TOP〉

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