差序式領導與團體效能：三元模式的驗證

The Relationship between Differential Leadership and Group Effectiveness: A Validation of the Three-Component Model

差序式領導則被認為是帶有華人文化特色的團體領導風格，也就是領導者對自己人部屬與外人部屬有著差別的對待方式。近期研究指出差序式領導包含了「對自己人偏私」、「對自己人嚴厲」以及「對外人偏惡」三項內容，然而對於在團體層次上，差序式領導三項組成與團體效能的關聯性，目前仍未有研究探討。於是本研究將探討差序式領導與團體效能各項指標之間的關係。本研究蒐集台灣企業組織中52個工作團體，297位成員的團體問卷資料，分析結果指出：1.在控制差序LMX之後，差序式領導與結果變項仍有顯著預測效果。2.主管對自己人嚴厲與團體績效、團體滿意度、及團體集體效能感有顯著的正向關聯。3.主管對外人偏惡與團體績效、團體合作滿意度、團體滿意度及團體集體效能感有顯著的正向關聯。4.主管對外人偏惡與人際衝突有顯著的負向關聯。最後，依據本研究的貢獻與限制，提出未來研究方向與實務意涵。

 

Differential leadership is considered to be a unique kind of Chinese leadership style which refers to leaders treat their in- and out-group subordinates in different ways. Research has confirmed that differential leadership consists of three components, namely favorable treatment towards in-groups (FTI), high expectation towards in-groups (HTI), and malice treatment towards out-groups (MTO). This study investigated the relationship between the three componets of differential leadership and group effectiveness using group-level data from 52 Taiwanese workgroups and their 297 members. The result showed that: (1). After controlling for the effect of differential LMX, differential leadership was positively associated with group effectiveness; (2). HTI was positively associated with group performance, group satisfaction, and group collective efficacy; (3). MTO was positively associated with group performance, satisfaction with group cooperation, group satisfaction, and group collective efficacy; (4). MTO was negatively associated with interpersonal conflict in group. Contributions and limitations were discussed.