家長式領導情感影響歷程之初探研究

The Influence of Paternalistic Leadership on Employee Behaviors through Affective Experiences: An Exploratory Study

家長式領導（paternalistic leadership）為華人組織重要的領導行為，雖然Farh等人（2006）指出該領導行為可透過引發員工特定情感來影響員工行為，但較少研究直接探討前述關係。因此，本研究從情感事件理論（affective event theory, AET）的觀點，探討威權領導與仁慈領導是否透過引發員工情感（如：敬畏、羞愧、恐懼、憤怒、感激、虧欠），進而影響員工行為（如：順從行為、回報行為）。本研究分析201位員工資料，結果顯示：1.威權領導會促發員工敬畏、羞愧、恐懼及憤怒情感，且憤怒會中介威權領導與順從行為的關係。2.仁慈領導會促發員工感激和虧欠情感，且感激會中介仁慈領導與回報行為的關係。本文根據研究結果，討論家長式領導未來可能的研究方向。

Paternalistic leadership is an important leadership behavior in the Chinese context. Although Farh et al. (2006) suggested that affective reactions are fundamental channels through which paternalistic leadership influences employees, few studies have examined this relationship. Building on affective event theory, we examined the influence processes of authoritarian and benevolent leadership behaviors on employees’subsequent work behaviors (i.e., compliance behavior and repayment) by eliciting employees’feelings (i.e., awe, shame, fear, anger, gratitude, and indebtedness). The results based on 201 employees indicated that while authoritarian leadership elicited awe, shame, fear, and anger in employees, only anger mediated the relationship between authoritarian leadership and compliance behavior. Furthermore, benevolent leadership elicited employees’feelings of gratitude and indebtedness, with only gratitude mediating the relationship between benevolent leadership and repayment. Finally, we discuss the theoretical and managerial implications of the study findings and provide some directions for future research on paternalistic leadership.