不同威權領導的負面效果：檢視部屬負面情感的中介角色

Abstract

西方領導研究在這幾年開始注意組織中的黑暗面（dark side），關心工作場域中對部屬的不適當對待，華人組織中最具特色的威權領導和來自西方概念的苛責行為(稱之貶抑行為)就是屬於上述一類的領導行為，對部屬效能之影響甚巨，本研究想探討其影響效果。此研究進一步將威權領導區分為強調專權作風之專權行為，及強調對任務、程序控制之教誨行為，再與貶抑行為的效果相互對照，根據情感事件理論（Affective Events Theory），認為負向情感（憤怒、害怕、羞愧）在領導行為和部屬效能間扮演重要的中介角色，而領導行為對部屬情感的影響又深受個人特質的影響，於是本研究進一步探討部屬內外控的調節效果。本研究以問卷作為資料收集的工具，對20家組織成員進行施測，一共發出290份問卷。研究結果發現此三類領導行為（貶抑行為、專權行為與教誨行為）的確具有不同的意涵，對部屬情感和部屬效能有不同程度的影響，同時驗證西方貶抑行為的外衍效度；在情感的中介效果方面，發現憤怒情感是主要的中介情感，該研究對情感的關注，補足威權領導研究中較缺乏探討的情感議題；最後，部屬的內外控在教誨行為與部屬情感間具有調節效果。本研究最末亦進一步探討本研究在理論上的貢獻與限制，以及所得結果在管理實務上的應用。

Recently researchers started to notice the “dark side” of organizational life and concern about the mistreatments from supervisors in workplace. Authoritarian leadership（in Chinese organizations）and a Western concept, abusive leadership, both belong to the idea mentioned above and have dramatic impacts on work efficiency of subordinates. This study further divided Authoritarian leadership into two parts: autocratic style and didactic behavior; Abusive Leadership is similar to a Chinese concept, debasing behavior. According to Affect Event Theory（AET）, we thought that subordinates’ negative affectivities (such as anger, fear, and shame) play a key role between leadership and subordinates’ outcomes（perceptual upper-evaluation, self-evaluation, satisfaction with supervisor, and turnover）. Furthermore, the belief of locus of control would affect our affective reaction to leader’s behaviors. By the survey data from 290 employees in 20 private enterprises, we found that the three leadership styles（autocratic style, didactic behavior, and debasing behavior）have different content of effects on subordinates’ affective reactions and outcomes, and debasing behavior has even larger influence. Anger is the main mediating source. External control has its moderating effect between didactic behavior and subordinates’ negative affectivities. Lastly, we discussed the limits and contributions of the study, and practical implications from the study.