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

Abstract

主管忠誠為現今華人組織中相當重要的議題，但多數研究並未重視部屬的傳統華人文化（社會取向）對其所造成的影響。為釐清華人主管忠誠的本土性意涵，本研究認為部屬的華人行為傾向（家族取向及他人取向）為主管忠誠（分為人際忠誠：包含認同內化與犧牲順從；以及任務忠誠：包含主動配合與業務輔佐）的重要前置變項。且更進一步探討主管家長式領導對於部屬華人行為傾向與主管忠誠關係的調節效果。研究樣本來自服務業、觀光旅遊業、及傳統製造業等台灣企業在職員工共281名。研究結果顯示：（1）除了他人取向與犧牲順從沒有顯著關連，兩種華人行為傾向皆與人際及任務忠誠具有顯著的正向關連性；（2）相較於他人取向，家族取向與人際忠誠具有顯著的關連性；並且相較於家族取向，他人取向與任務忠誠具有顯著的關連性；（3）主管的威權領導對於部屬他人取向與業務輔佐的關係具有顯著的調節效果，仁慈領導對於部屬家族取向與人際忠誠、他人取向與主動配合之間的關係具有顯著的調節效果，德行領導對於家族取向與人際忠誠、他人取向與業務輔佐間的關係具有顯著的調節效果。最後，也討論了本研究的貢獻與限制，並且提供未來研究與華人組織管理實務上的建議。

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.