真誠領導與仁慈領導對組織公民行為及主管忠誠之差異效果

The Differential Effects of Authentic Leadership and Benevolent Leadership on Organizational Citizenship Behavior and Loyalty to Supervisor

本研究從正向社會交換的觀點出發，探討西方新興的正向領導概念「真誠領導」，以及華人特有的正向領導型態「仁慈領導」，對部屬的主管忠誠與組織公民行為產生的差異影響。透過兩階段的問卷調查程序，共蒐集了378份有效的部屬問卷。運用線性結構模式的分析結果指出，真誠領導與仁慈領導，是兩個不同的領導構念；此外，真誠領導與對主管忠誠、仁慈領導與對主管的忠誠之間，皆有顯著的正相關，但仁慈領導與對主管忠誠的相關強度遠高於真誠領導；而真誠領導與部屬組織公民行為之間，有顯著的正相關，仁慈領導與組織公民行為之間，則無顯著關係。此結果亦隱含著，領導概念對於與其影響機制契合的結果變數之間，明顯有較佳的解釋力。

This study explored the differential effects of two leadership constructs grounded in the positive social exchange perspective on loyalty to supervisor and on organizational citizenship behavior. The two leadership constructs examined were (1) a new western positive leadership construct, authentic leadership, and (2) a type of Chinese-specific positive leadership, benevolent leadership. Using a two-stage data collection procedure, an empirical study was conducted with a valid sample of 378 subordinates in Taiwan. Structural equation modeling results suggested authentic leadership and benevolent leadership are empirically two different constructs. We found a strong significant relationship between benevolent leadership and loyalty to supervisor, as well as between authentic leadership and loyalty to supervisor, but the former was stronger. There was a significant relationship between authentic leadership and organizational citizenship behavior, but not between benevolent leadership and organizational citizenship. These findings suggest the better the fit between leadership and the context specific mechanism, the better influences they would have.