多組織層級家長式領導效能之探討：以軍事組織為例

Abstract

過去組織行為中有關領導效能的研究，幾乎都集中在直屬主管的領導現象，少部分探討組織最高管理者(例如CEO)的領導對組織文化、整體績效的影響，明顯忽略了間接主管（直屬主管之直屬主管）對員工行為的影響，使得組織中有關領導的研究產生了甚大的缺口。不僅西方領導研究如此，將組織結構層次帶入考量，同時瞭解直屬主管與間接主管之領導效能，在華人領導理論，家長式領導的相關實徵研究中，亦付之闕如。故研究者以軍事營隊之473位排長為研究樣本，用問卷研究法來探討直接家長式領導與間接家長式領導對部屬效能（工作績效、營隊認同及軍人承諾）的影響。研究結果發現：(1)相較於間接領導者，直接家長式領導對部屬的工作績效有較強的影響作用；反之，間接家長式領導對部屬的態度效能(營隊認同與軍人承諾)則有較大的淨解釋力；(2)間接領導者的仁慈領導對直接領導者的德行領導與營隊認同之關係具正向調節效果；(3)在間接領導者的威權領導部分，其在直接領導者的威權領導與工作績效間關係具有正向調節效果；在直接領導者的仁慈領導與軍人承諾的關係則呈負向調節效果；最後，在直接威權領導與營隊認同、直接德行領導與軍人承諾之關係中，產生正向調節效果；(4)至於間接領導者的德行領導，其對直接領導者的仁慈領導與營隊認同間的關係呈負向調節效果；對直接威權領導與軍人承諾的關係呈正向調節效果。最後，進一步論述本研究的研究限制、未來研究方向及管理意涵。

In the past leadership researches, over 90% papers were focus on direct supervisors’ leadership, but neglected the effects of the higher leaders(ex.CEO). It makes leadership theories incomplete. Not only the western leadership research but Paternalistic leadership theory that is also called the indigenous approach leadership theory is in the same situation. This study took 473 platoon leaders in military companies with different task types. Here are the findings：(1) Compare with indirect leaders, direct leaders are more powerful on work performance; whereas compare with direct leaders, indirect leaders are more powerful on unit identification and occupational commitment. (2) The influence of the direct moral leadership on unit identification is moderated positively by indirect benevolent leadership. (3) In authoritarian leadership of indirect leaders, the influence of the direct authoritarian leadership on work performance are moderated positively by indirect authoritarian leadership; and indirect benevolent leadership moderates negatively the relationships between the direct authoritarian leadership and career commitment ; indirect authoritarian leadership moderates positively the relationships between the direct authoritarian leadership and unit identification, the direct moral leadership and career commitment. (4) The influence of the direct benevolent leadership on unit identification is moderated positively by the indirect moral leadership; the influence of the direct authoritarian leadership on career commitment is moderated positively by indirect moral leadership. Finally, it is also discussed in this study for the main findings and limitations as well as future study directions and management implications.