對於企業中的關鍵人才而言，財務性獎酬已經不是留在此間企業最重要的因素，企業提供的非財務獎酬—與組織的關係，反而才是影響關鍵人才留任的因素。直屬主管作為組織的代表，其領導風格將影響員工對組織的承諾，因此本研究檢驗家長式領導的效用，如何受到員工的內外控人格特質和心理契約影響。研究針對在台灣地區與組織維持穩定僱用關係者，進行線上問卷調查，問卷回收量為226份，其中有效問卷為205份，回收率為90.71%。 研究結果發現德性領導可以同時透過交易型心理契約和關係型心理契約，以提高員工的情感性組織承諾；仁慈領導透過關係型心理契約提高員工的情感性組織承諾；威權領導則降低員工的情感性組織承諾。管理上則建議，對員工除了短期的報酬交換之外，也應培養員工與組織長期的關係，例如歸屬感和組織支持，但同時注意主管展現的行為必須與對員工承諾的一致，並且避免使用威權領導，以幫助組織提高人才的留任。;For the key talent, the financial rewards are not the most important factor of retention. Non-financial rewards provided by organizations– the relationship with the organization—are actually the factors that influence the retention. Line managers are the representative of the organization and their leadership style will affect the employees’ commitment to the organization. Therefore, this study examined how employees’ psychological contract and locus of control affect the effectiveness of the paternalistic leadership. Participants in this study maintain a stable employment relationship with organizations in Taiwan region. An online survey was conducted. Finally, there were 205 valid questionnaires. The study found that moral leadership simultaneously enhanced their affective commitment through transactional psychological contract and relational psychological contract; benevolent leadership enhanced employees′ affective commitment through relational psychological contract; authoritarian leadership reduced employees’ affective commitment. In addition to short-term exchanges, employers should also build long-term relationships with employees, such as belonging and organizational support. At the same time, managers should behave consistently with their promise to employees. On the other hand, avoiding authoritarian leadership might help retain key talents.
