教誨而非謾罵：華人組織言教領導的概念建構與效度分析_

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題名：	教誨而非謾罵：華人組織言教領導的概念建構與效度分析
作者：	周婉茹
作者(外文)：	Wan-Ju Chou
校院名稱：	國立臺灣大學
系所名稱：	心理學研究所
指導教授：	鄭伯壎
學位類別：	博士
出版日期：	2016
主題關鍵詞：	言語責備；規過勸善；恥感教化；面子取向；傳統價值；verbal reprimand；regulating misconduct and persuading beneficence；cultivation by shame；face orientation；traditionality
原始連結：	連回原系統網址
相關次數：	被引用次數:期刊(2) 博士論文(0) 專書(0) 專書論文(0) 排除自我引用:2 共同引用:0 點閱:65

主管罵人的現象在職場中屢見不鮮，但責罵並非都是意圖傷人的惡劣舉動。若從華人文化脈絡觀之，嚴加責備被視為一種督促或鞭策的作法，目的在於借助外塑的力量，透過引發恥感來達到約束與規範個體行動的效果。然而，在探討此一現象時，既有研究多以具有「傷害意圖」的相關構念進行討論，忽略了蘊含深切期許、用心良苦的言語責備所具有的積極意義。為了補足此一缺口，本研究提出具有教誨意涵的言教領導，主張領導者會針對部屬「不合格」與「不夠好」之處給予「規過」與「勸善」，藉以刺激部屬成長。在具體作法上，先透過關鍵事例的內容歸類，建構言教領導的概念向度，並瞭解言教領導的「事由」與其「概念向度」的關聯性；再從部屬觀點檢核各個向度在實際場域的發生率。其次，發展測量工具，並進行一系列的效度檢核。最後，採用恥感機制的觀點，探討「規過」、「勸善」與羞愧行為的關係，以及部屬特性（面子取向與傳統價值）的調節作用。研究結果支持言教領導為一普遍的組織現象，包含「規過」與「勸善」兩個高層次構面，並且部屬傾向解讀為幫助意圖。模式檢驗的結果，證實領導者的「規過」與「勸善」能幫助部屬改過遷善；在規過與工作績效的關係上，面子取向與傳統價值皆具有緩衝作用；而在勸善與工作績效的關係上，面子取向則具有替代效果。最後，進行綜合討論，並提出研究限制、理論貢獻、實務應用及未來藍圖。

以文找文

Verbal reprimand is a common phenomenon in the workplace. However, leaders may not intend to harm subordinates when reprimanding them. In Chinese context, strict reprimand, which aims to constraint and regulate individual behavior by triggering the feeling of shame, is regarded as a method to urge or spur subordinates. Nevertheless, many studies regard the verbal reprimand as a concept with an intent to harm. These studies ignore the positive meaning of reprimand, which could include profound expectation and well-intentioned. To fill this gap, I suppose that verbal reprimand include teaching and education implications. To be more specific, leaders would apply “regulating (gui-guo)” to subordinates who are unqualified and “persuading (quan-shan)” to subordinates who are not good enough. In other words, leaders hope to urge subordinates to perform better as reprimanding them. First, I collect critical incidents and take content analysis to develop construct dimensions of verbal reprimand. I also examine the relationship of verbal reprimand between the cause and dimensions. In addition, I check the incidence of each dimension in the actual work fields from the point of subordinates view. Next, I develop a verbal reprimand scale, and then conduct series of procedure to establish reliability and validity. Finally, I adopt shaming mechanism as a theory framework to develop the relationship among regulating misconduct, persuading beneficence, and shame actions. Moderating effects of subordinates’ face orientation and authority orientation of traditionality are taking into consideration as well.
Results supported that verbal reprimand is a prevalent organizational phenomenon. It consists of two higher level constructs, regulating misconduct and persuading beneficence. Subordinates inclined to interpret the intention of verbal reprimand as helpful. Additionally, verbal reprimand, persuading beneficence in particular, could improve task performance and interpersonal facilitate. Face orientation and traditionality could both buffer the relationship between regulating misconduct and task performance. In the relationship between persuading beneficence and task performance, face orientation has substitution effect. Theoretical and practical implications are discussed, and limitations and future research directions offered.

以文找文

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