定規－關懷雙元領導、部屬對主管認同與部屬行為關聯性之探討;Investigation of the Relationships among Both Consideration and Initiating Structure Leadership Styles, Leader Identification, and Subordinates′ Behaviors

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題名:	定規－關懷雙元領導、部屬對主管認同與部屬行為關聯性之探討;Investigation of the Relationships among Both Consideration and Initiating Structure Leadership Styles, Leader Identification, and Subordinates′ Behaviors
作者:	莊乃嬋;Chuang, Nai-Chan
貢獻者:	人力資源管理研究所在職專班
關鍵詞:	雙元領導;矛盾領導;關懷型領導風格;定規型領導風格;對主管認同;任務主動性;Ambidextrous Leadership;Paradoxical Leadership;Consideration Leadership Style;Initiating Structure Leadership Style;Leader Identification;Task Proactivity
日期:	2021-07-05
上傳時間:	2021-12-07 10:56:42 (UTC+8)
出版者:	國立中央大學
摘要:	過去研究大多專注於二者擇一(either/or)思維，提出關懷型與定規型領導風格分別對於部屬行為的影響，卻少有研究以雙元領導的矛盾思維，關注於關懷型與定規型領導風格兩者兼備的可能性。因此，本研究以雙元領導的矛盾思維出發，考量主管在兩種領導風格兼備的可能性，並使用非線性統計方法－多項式迴歸及反應曲面分析，探究關懷-定規雙元領導、關懷型領導、定規型領導及放任型領導等四種領導風格，對於部屬對主管認同之影響，同時也進一步探究部屬對主管認同在展現一致性雙元領導的主管與部屬工作行為之間是否具有中介效果。本研究在台灣企業蒐集360份有效主管部屬配對問卷後的結果發現，(1)展現定規-關懷雙元領導的主管，相較於展現放任領導的主管，有更高的部屬對主管認同。(2) 展現關懷領導的主管，相較於展現定規領導的主管，有更高的部屬對主管認同。(3) 部屬對主管認同在雙元領導一致性與部屬行為面-即任務主動性與任務適應性行為之間具有中介效果。;Most of the previous researches focused on the study of “either/or” perspective leadership styles, but there were only few studies that focused on the coexistence of consideration and initiating structure leadership styles which known as “both/and” leadership style. The purpose of this research is to use ambidextrous leadership to explore the possibility of a leader with both coexistence of consideration and initiating structure leadership styles. We adopted polynomial regression and response surface analysis methods to investigate the impact of four different leadership styles (“both/and” leadership, consideration leadership, initiating structure leadership and laissez-faire leadership) on the relationship of leader identification, and whether will the leader identification cause intermediary effect between ambidextrous leadership consistency and subordinate’s behavior. Drawing on an effective cross-organization survey with data of 360 supervisor-subordinate dyads in Taiwan, we found the following results: (1) Higher leader identification was achieved under “both/and” leadership while being compared with laissez-faire leadership. (2) Higher leader identification was achieved under consideration leadership while being compared with initiating structure leadership. (3) The leader identification quality has intermediary effect between ambidextrous leadership and subordinate’s behavior such as task proactivity and task adaptivity behavior.
顯示於類別:	[人力資源管理研究所碩士在職專班 ] 博碩士論文

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