僕人與威權領導、職涯適應力以及任務性績效的關聯性—一項元悖論觀點的探討;The Relationship Between Servant Leadership, Authoritarian Leadership, Career Adaptability, and Task Performance: An Exploration of the Meta-Paradoxical Perspective

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题名:	僕人與威權領導、職涯適應力以及任務性績效的關聯性—一項元悖論觀點的探討;The Relationship Between Servant Leadership, Authoritarian Leadership, Career Adaptability, and Task Performance: An Exploration of the Meta-Paradoxical Perspective
作者:	楊家綺;Yang, Chia-Chi
贡献者:	人力資源管理研究所
关键词:	僕人式領導;威權式領導;元悖論;職涯適應力;任務性績效;Servant Leadership;Authoritarian Leadership;Meta-Paradoxical Leadership;Career Adaptability;Task Performance
日期:	2024-07-22
上传时间:	2024-10-09 14:40:20 (UTC+8)
出版者:	國立中央大學
摘要:	Whetstone（2002）指出，僕人式領導理論有過度理想化的傾向，而在1970年僕人式領導的概念出現以來，近50年所累積的學術文獻仍大多討論僕人式領導的有利影響，也有少數幾篇聚焦討論僕人式領導的雙面刃影響。本研究藉用悖論領導與元悖論之觀點，選擇加入與僕人式領導近乎對立、且是華人文化較為熟知的領導風格—威權式領導納入討論範疇。本研究採用多項式回歸與反應曲面法，開創性地討論並分析當主管是否同時具備僕人式領導與威權式領導與否，或是僅採用上述單一領導風格時，這兩種迥異的領導風格將會對部屬的職涯適應力與任務性績效帶來的影響為何。經回收並採用台灣本土企業共257份主管—部屬配對問卷後，研究結果發現，當主管同時存在「僕人式—威權式」元悖論領導時，比起採用單一風格或完全不具備這兩種領導風格時，將能使其職涯適應力達到最佳的效果。此外，若僅使用僕人式領導或威權式領導風格時，兩者之間對職涯適應力的差異性並不大；若兩種風格皆不採用，則會使部屬有最低的職涯適應力效果，同時也發現職涯適應力會在「僕人式—威權式」元悖論領導與任務性績效之間存在中介效果。最後，本研究也依據上述研究結果提出討論，並提供管理上、實務上與未來學術研究上的建議。;Whetstone（2002）pointed out that servant leadership theory tends to be overly idealized. Despite nearly 50 years of accumulated academic literature since the emergence of servant leadership concept in the 1970s, the majority of studies have focused on the beneficial effects of servant leadership, with only a few discussing its double-edged impact. Based on the perspectives of paradoxical leadership and meta-paradoxical leadership, this study chooses to include authoritarian leadership, a leadership style almost diametrically opposed to servant leadership and more familiar in Chinese culture, for discussion. Using polynomial regression and response surface methodology, this study innovatively explores and analyzes how the contrasting leadership styles of servant leadership and authoritarian leadership, or the use of either style alone, affect subordinates′ career adaptability and task performance. After collecting and analyzing data from 257 supervisor-subordinate paired questionnaires in Taiwanese local companies, the results reveal that when supervisors exhibit both servant and authoritarian leadership styles simultaneously, it leads to the optimal enhancement of subordinates′ career adaptability. Additionally, there is not a significant difference in career adaptability when only one leadership style (either servant or authoritarian) is employed. However, the absence of both leadership styles results in the lowest levels of career adaptability for subordinates. Furthermore, it is found that career adaptability mediates the relationship between servant-authoritarian leadership styles and task performance. Finally, based on these findings, this study provides discussions and practical implications for management and future academic research.
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