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題名:差序式領導與自己人部屬的角色:多層次分析觀點
作者:廖婉穎
作者(外文):Wan-Yin Liao
校院名稱:元智大學
系所名稱:管理學院博士班
指導教授:黃敏萍
黃瓊億
學位類別:博士
出版日期:2019
主題關鍵詞:差序式領導差序對待親信的角色知覺團隊-成員交換關係差序對待幅度領導平均對待differential leadershipdifferential treatmentperception from ChinxinTeam-Member Exchangeleadership differentiationaverage leadership treatment
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領導者對部屬的差序對待,展現的是一種對偏好部屬偏私的領導風格。過去的研究卻未能突顯,受到領導者偏好的自己人部屬,在領導者與外人部屬之間扮演什麼樣的角色與功能,以及自己人部屬在群體層次上的作用。為了補足這個缺口,本研究以多層次分析的觀點,探討領導者的差序對待對部屬效能及團隊效能的影響,並在個體層次檢視,親信的角色知覺、成員交換關係(與親信成員);群體層次檢視,成員交換關係(與自己人成員)、領導平均對待的調節作用。以企業群體為單位,分析487位部屬及93個團隊資料後發現:(1)差序對待對於主管忠誠及工作績效具有負向影響效果。(2)在親信的負向角色知覺高時,差序對待與主管忠誠、工作績效具有負向關聯性。(3)在成員交換關係(與親信成員)高時,差序對待與主管忠誠、工作績效具有正向關聯性。(4)團隊差序對待幅度與團隊承諾及團隊績效不具顯著影響效果。(5)在領導平均對待高時,團隊差序對待幅度與團隊承諾具有負向關聯性。(6)在成員交換關係(與自己人成員)高時,團隊差序對待幅度與團隊績效具有正向關聯性。最後,根據研究發現說明其理論與實務意涵;並討論研究限制及未來方向。
Differential leadership refers to the leadership style which leader give their in- groups more benefits than other subordinates. Past research has failed to highlight the importance of the in- groups and the effect of in- groups at the group level. To bridge the gap, in this study we examined the impact of differential leadership on subordinate effectiveness and team effectiveness from a multi-level perspective. We also examined the moderating effects of perception from Chinxin and team-member exchange with Chinxin at the individual level, and examined the moderating effects of team-member exchange with in- groups and average leadership treatment at the group level.After analyzing 487 employees and 93 team profiles, considering each corporate team as a unit, we discover that differential treatment was negatively related to both supervisor loyalty and subordinate performance. The correlation between differential treatment and both supervisor loyalty and subordinate performance was negatively moderated by the negative perception from Chinxin. The correlation between differential treatment and both supervisor loyalty and subordinate performance was positively moderated by the exchange with Chinxin.
We also discovered that there was no significant correlation between leadership differentiation and both team performance and team commitment. The correlation between leadership differentiation and team commitment was negatively moderated by the average leadership treatment. The correlation between leadership differentiation and team performance was positively moderated by the exchange with in-group members. Finally, this research elaborates on the theoretical and practical significance based on the obtained findings and discusses the limitations of the research and future directives.
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