華人魅力領導的影響效果：不同形塑行為的作用機制

Abstract

魅力領導的超凡影響與變革能力，被視為是組織因應環境驟變的最佳利器。近年來有研究指出，魅力領導的概念包含三種不同的形塑行為面向，分別為形塑部屬、形塑文化及形塑楷模，它們各自具有其獨特的形塑作用。然而，魅力領導的三種形塑行為對於部屬效能的影響為何，又是透過何種歷程發揮其影響力，仍缺乏實徵研究佐證。在此脈絡下，本研究欲探討三種魅力領導之形塑行為的影響效果，及其影響部屬效能的作用歷程。本研究以一家旅遊公司之全省分店為研究對象，以跨層次模式分析247對主管與部屬對偶樣本。研究結果顯示，「形塑部屬」與「形塑楷模」對主管導向的結果變項(主管認同、工作績效及利他人行為)有正向效果，而「形塑文化」則對組織導向的結果變項(組織認同、利組織行為)有正向效果。魅力領導之三種不同形塑行為的影響效果，更會透過引發部屬自我概念（主管認同與組織認同）等重要歷程，進而影響後續不同導向之結果變項。最後，本研究針對此結果進行討論，並進一步論述理論與實務意涵、研究限制及未來研究方向。

Charismatic leaders are believed to achieve extraordinary level of inspiration and innovation in response to rapid change in modern organization. Scholars have recently proposed that charismatic leadership comprises three distinct shaping behaviors, i.e. subordinate shaping, culture shaping, and model shaping. Each of them provides unique effects and influences. However, there is no evidence of the effect of these shaping behaviors on subordinate outcomes, or through what kind of mechanisms. Therefore, the main purpose of this research is to distinguish the potential differences among these charismatic leadership behaviors and attempt to understand the functions of these shaping processes. Adopting multi-level analysis, two hundreds and forty-seven supervisor-subordinate dyadic questionnaires were collected from a Taiwanese enterprise. Results indicated that subordinate shaping and model shaping were positively related to supervisor-oriented outcomes (i.e. supervisor identification, task performance, and individual-directed citizenship behavior). Shaping culture, on the other hand, was significantly related to organization-oriented outcomes (i.e. organizational identification and organization-directed citizenship behavior). Furthermore, charismatic leadership had an indirect effect on performances through the mechanism of identifications (supervisor and organizational identification) as well. Finally, the contributions of the findings, implications, limitations, and future research directions were discussed.