華人差序式領導與部屬效能

Differential Leadership and Subordinate Effectiveness in Chinese Context

近期研究指出華人企業組織中，差序式領導是一項極為特殊的領導風格，其特色是華人領導者對自己人部屬與外人部屬有不同的領導方式，並且對其所偏好的部屬給予較多偏私的領導風格。於是，本研究根據鄭伯壎於1995、2005年對差序式領導的界定與相關研究結果，發展差序式領導的測量工具。本研究蒐集312名台灣企業組織員工的問卷資料，分析結果指出：(1)差序式領導的重要組成為照顧溝通、提拔獎勵及寬容信任；(2)在控制家長式領導的影響效果後，差序式領導對於部屬效能仍然具有額外解釋力；(3)在差序式領導與員工知覺主管公平的關係上，權力距離（power distance）具有顯著的調節效果，當部屬的權力距離較大時，差序式領導與知覺主管公平之間的關係較高。最後，說明本研究的主要貢獻與研究限制，並對未來研究的方向與管理實務上的意涵，提供些許的建議。

Recent studies proposed that differential leadership is a specific leadership style in Chinese business organizations. In 1995, Cheng defined differential leadership as when leaders treat subordinates differently depending on whether the subordinate is an in- or out-group member. The aim of this study is to develop a measure of differential leadership based on Cheng's research findings. Participants included 312 employee from various Taiwanese organizations. Among participants 201 (64%) are females and most participants were aged from 26 to 30 years old (31%). Results indicated that: (1) Differential leadership consists of 3 major components, including supporting communication, rewarding promotion, and trusting tolerance. (2) After controlling for the effect of paternalistic leadership, differential leadership still had a positive association with job performance. (3) Subordinates' power distance had a significant moderating effect on the relationship between differential leadership and subordinates' perception of supervisor fairness. Contributions, limitations, future directions and implications of these findings are discussed.