家長式領導及其效能之再探：一項情境故事法的分析

Abstract

自家長式領導理論提出之後，已有愈來愈多的實徵研究證實家長式領導在西方領導理論之外，對於華人組織中的部屬效能具有顯著而獨特的解釋力。然而，在家長式領導中，領導行為（仁慈領導、威權領導、德行領導）與部屬正向反應（感恩圖報、敬畏順從、認同效法）之間的互動模式卻未獲得完全驗證；而之前的研究未考慮到部屬的認知歷程；以及，過去研究均採用問卷調查法。基於以上研究缺口，本研究將驗證家長式領導行為是否須引發部屬的正向反應，領導效能才能得以發揮；而部屬心目中理想的領導行為是否會影響實際領導者的領導效能；以及採用情境故事法，希望藉由多元的研究方法，提升家長式領導三元模式理論的強韌度。本研究針對265位不同產業的企業員工進行研究，結果發現：（一）家長式領導中，仁慈領導與德行領導對於部屬努力意願的影響，確實需透過部屬正向反應（感恩圖報、敬畏順從、認同效法）所中介，而威權領導則對部屬努力意願、正向反應無顯著影響效果；（二）家長式領導三元模式對於部屬正向反應（感恩圖報、認同效法）、努力意願的影響中，僅仁慈領導與德行領導具有顯著正向互涉關係；（三）實際仁慈領導行為對於部屬正向反應的正向影響效果，確實受到仁慈領導範型所調節。最後，針對本研究假設驗證結果進行討論，並說明本研究主要貢獻與研究限制，以及對未來研究方向與管理實務意涵提供些許建議。

Since the theory of paternalistic leadership（PL）was established, there has been an increasing number of empirical studies was proposed. These studies got their own significant and unique effects on employees’ work efficiency in Chinese organizations could compare with the Western transformational leadership. However, a few gaps of PL were not explored in the previous studies. For instance, the full interactive model between PL (benevolence leadership, authoritarian leadership, and moral leadership) and subordinate’s positive response (gratitude and repay, dependence and compliance, respect and identification) is not fully verified; the effect of employees’ cognitive process on PL is not included; and all the past studies were conducted based on questionnaires. To complete the whole picture, this study verifies whether the leadership will only take effect on condition that PL behavior must first lead out subordinate’s positive responses. Additionally, to take account of the employees’ cognitive process, this study tests whether the employee’s prototypes of leadership could influence the effectiveness of the actual leader behaviors. Finally, as the previous studies used survey only but the model needs multiple methods to increase its robustness, this study uses the scenario experiment with participants of 265 employees from different industries. We found that: (1) the effect of benevolence leadership and moral leadership on subordinate effort intention is indeed mediated by subordinates’ positive responses, but authoritarian leadership has no effect on subordinates’ intentions of effort and positive responses; (2) the benevolence leadership and moral leadership positively interact with subordinate positive responses and intentions of effort; (3) the benevolence prototype has a moderating effect on the relationship between benevolence and subordinate responses. Finally, directions for follow-up studies are offered, the implications for leadership theory and its practice are also discussed.