恩威並濟領導行為對主管部屬交換關係之影響;The Effect of Benevolent and Authoritarian Leadership Coexistence Styles on Leader-Member Exchange

NCUIR > School of Management at National Central University > Executive Master of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/82963

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Title:	恩威並濟領導行為對主管部屬交換關係之影響;The Effect of Benevolent and Authoritarian Leadership Coexistence Styles on Leader-Member Exchange
Authors:	李靜怡;Lee, Ching-I
Contributors:	人力資源管理研究所在職專班
Keywords:	恩威並濟;矛盾領導;恩惠型領導;威嚴型領導;恩威並重型領導;多項式迴歸;反應曲面分析;主管部屬交換關係;authoritarian-benevolent leadership;paradoxical leadership;benevolence-focused leadership;authoritarianism-focused leadership;authoritarianism-benevolence-focused leadership;polynomial regression;response surface methodology;leader-member exchange
Date:	2020-07-06
Issue Date:	2020-09-02 14:16:15 (UTC+8)
Publisher:	國立中央大學
Abstract:	本研究以矛盾思維為立論基礎，探討主管恩威並濟—家長式領導威權與仁慈兩大構面—的領導行為，運用多項式迴歸及反應曲面分析法，分析檢驗其多元整合概念對主管部屬交換關係（LMX）的影響。本研究蒐集台灣企業部屬共計255份有效問卷樣本，將威權與仁慈領導依據程度之不同分為威權領導較高的「威嚴型」、仁慈領導較高的「恩惠型」、威權與仁慈領導均高的「恩威皆重型」、威權與仁慈領導皆低的「無為型」四種模式，以多項式迴歸及反應曲面分析法進行檢驗。研究結果發現：（1）恩威皆重型與無為型相較，有較高的LMX。（2）恩惠型與恩威皆重型相較，有較高的LMX。恩惠型、威嚴型與無為型相較，有較高的LMX。（3）恩惠型與威嚴型相較，有較高的LMX。企業為快速達到營運目標，主管不可避免地需施以威權領導以有效追蹤績效、推動目標實現，特別是在權力距離高的華人企業界；但若可強化矛盾領導思維與能力、將仁慈領導提高到同等程度，即以恩威並重領導，將可達到更佳的主管部屬交換關係。更好的是以恩惠型領導，以強化組織內在關係的方式，因應世代的變化。期冀本研究成果能帶給迎接VUCA世代的企業者更多的整合性發想脈絡，以及運用恩威並濟領導模式時的策略權衡參考。;Grounding on the paradoxical perspective, this study aims to investigate the effect of the Paternalistic Leadership integrating leader authoritarianism and benevolence on Leader-Member Exchange (LMX), utilizing polynomial regression and response surface methodology. This study collected 255 valid questionnaires from subordinates in Taiwanese corporations and proposed four models according to the level of Benevolent and Authoritarian Leadership, which are: authoritarianism-focused leadership (AFL), benevolence-focused leadership (BFL), authoritarianism-benevolence-focused leadership (ABFL), and laissez-faire leadership (LFL). The results showed that (1) higher LMX was achieved under ABFL, comparing to LFL; (2) higher LMX was achieved under BFL, comparing to ABFL; higher LMX was achieved under BFL and AFL, comparing to LFL. (3) higher LMX was achieved under BFL, comparing to AFL. In order to pursue the business goals, managers may have to implement Authoritarian Leadership to track performance and promote the accomplishment of goals, particularly in Chinese enterprises with high power distance. If managers can build up their paradoxical mindset as well as raise up the Benevolent Leadership to make ABFL possible, better LMX will be acheived. It is even better if managers employ BFL to strengthen the relationship within organizations in response to changes over generations. It is hoped that the research results could inspire more integrative thinking for entrepreneurs encountering the VUCA (Volatility, Uncertainty, Complexity, Ambiguity) era, and provide a reference for them to weigh the pros and cons of applying Benevolent and Authoritarian Leadership.
Appears in Collections:	[Executive Master of Human Resource Management] Electronic Thesis & Dissertation

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