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題 名 | 華人差序式領導與部屬效能=Differential Leadership and Subordinate Effectiveness in Chinese Context |
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作 者 | 姜定宇; 張菀真; | 書刊名 | 本土心理學研究 |
卷 期 | 33 2010.06[民99.06] |
頁 次 | 頁109-177 |
分類號 | 494.2 |
關鍵詞 | 知覺主管公平; 差序式領導; 部屬效能; 權力距離; Differential leadership; Employee efectiveness; Power distance; Supervisor fairness perception; |
語 文 | 中文(Chinese) |
中文摘要 | 近期研究指出華人企業組織中,差序式領導是一項極為特殊的領導風格,其特色是華人領導者對自己人部屬與外人部屬有不同的領導方式,並且對其所偏好的部屬給予較多偏私的領導風格。於是,本研究根據鄭伯壎於1995、2005年對差序式領導的界定與相關研究結果,發展差序式領導的測量工具。本研究蒐集312名台灣企業組織員工的問卷資料,分析結果指出:(1)差序式領導的重要組成為照顧溝通、提拔獎勵及寬容信任;(2)在控制家長式領導的影響效果後,差序式領導對於部屬效能仍然具有額外解釋力;(3)在差序式領導與員工知覺主管公平的關係上,權力距離(power distance)具有顯著的調節效果,當部屬的權力距離較大時,差序式領導與知覺主管公平之間的關係較高。最後,說明本研究的主要貢獻與研究限制,並對未來研究的方向與管理實務上的意涵,提供些許的建議。 |
英文摘要 | Recent studies proposed that differential leadership is a specific leadership style in Chinese business organizations. In 1995, Cheng defined differential leadership as when leaders treat subordinates differently depending on whether the subordinate is an in- or out-group member. The aim of this study is to develop a measure of differential leadership based on Cheng's research findings. Participants included 312 employee from various Taiwanese organizations. Among participants 201 (64%) are females and most participants were aged from 26 to 30 years old (31%). Results indicated that: (1) Differential leadership consists of 3 major components, including supporting communication, rewarding promotion, and trusting tolerance. (2) After controlling for the effect of paternalistic leadership, differential leadership still had a positive association with job performance. (3) Subordinates' power distance had a significant moderating effect on the relationship between differential leadership and subordinates' perception of supervisor fairness. Contributions, limitations, future directions and implications of these findings are discussed. |
本系統中英文摘要資訊取自各篇刊載內容。