領導者之差序對待幅度與部屬效能：平均德行領導的調節效果

Leadership Differentiation and Subordinate Effectiveness: The Moderating Effect of Average Moral Leadership

家長式領導是一種在人治氛圍下所顯現出的個別化領導方式，意味著領導者對待部屬並非一視同仁。然而，過去研究多集中在對偶與群體層次之直接效果的探討，忽略了家長式領導行為在團體內之差異幅度的效果。為了補足此一缺口，本研究探討反映群體內「異質性」的仁慈與威權領導差序幅度對成員效能的影響，並進一步檢視反映群體內「同質性」的平均德行領導對此關係的調節效果。以跨層次模式分析軍事組織中516對連長與排長之有效配對，結果發現：威權領導差序幅度與客位組織公民行為具有顯著正相關。其次，平均德行領導對差序對待幅度與成員效能的關係具有負向調節效果：當平均德行領導低時，威權領導差序幅度與客位組織公民行為、工作績效具有顯著正相關，仁慈領導差序幅度則與主位組織公民行為具有顯著正相關；當平均德行領導高時，差序對待幅度與成員效能則無顯著相關。最後，針對結果進行討論，並提出理論與實務意涵、研究限制及未來研究方向。

Paternalistic leadership (PL) is an individual leadership style that emerges in personal contexts. Paternalistic leaders do not treat all subordinates equally. In this study, we examined the cross-level effects of benevolent and authoritarian leadership behaviors on each team member’s individual effectiveness. We also examined the interaction effects of average moral leadership and leadership differentiation. Data from 516 military dyads comprised of a company leader and a platoon soldier revealed that leadership differentiation is positively related to etic organizational citizenship behavior. Furthermore, average moral leadership moderates the relationship between leadership differentiation and team member effectiveness.