家長式領導與部屬效能：信任主管與不信任主管的中介效果

The Relationship between Paternalistic Leadership and Subordinate Effectiveness: The Mediating Effects of Trust and Distrust in the Supervisor

家長式領導是華人企業組織中的重要領導風格之一，然而，近期研究結果卻顯示家長式領導內容之一的威權領導，與部屬效能有著穩定的負向關聯，使得家長式領導的概念統整性受到質疑。於是本研究依據近期社會交換理論的觀點，指出以往研究忽略主管與部屬之間的負向社會交換關係，而限制了家長式領導的理解。於是本研究認為信任主管與不信任主管，應該均為家長式領導與部屬效能之間的中介變項。藉由蒐集台灣企業268對主管和部屬的對偶資料，分析結果指出：(1)信任主管與不信任主管是不同的兩項構念；(2)威權領導與不信任主管有正向關聯，而德行領導則與不信任主管有負向關聯；(3)不信任主管與效忠主管、工作績效有負向關聯，而與對主管偏差行為有正向關聯；(4)信任主管與不信任主管完全中介家長式領導與部屬效能間的關聯。最後，本研究討論不信任主管概念對華人家長式領導影響歷程理解的重要貢獻，並說明本研究的研究限制與未來研究方向。

Paternalistic leadership is an important leadership style in Chinese business organizations. However, some recent studies indicated that authoritarian leadership, one of the key components of paternalistic leadership, is negatively related to employee effectiveness. These results challenge the integrity of paternalistic leadership theory. According to social exchange theory, this study suggested that the negative social exchange relationship between the supervisor and the subordinate can help explain the above issue and provides insight to paternalistic leadership theory. We proposed that subordinates' trust and distrust in their supervisors play key mediating roles in the relationship between paternalistic leadership and subordinates effectiveness. Using 268 supervisor-subordinate dyads sample from various Taiwanese companies, the analytic results indicated that: (1) Trust in supervisor and distrust in supervisor were different constructs; (2) Authoritarian leadership was positively associated with distrust in supervisor, and moral leadership was negatively related to distrust in supervisor; (3) Distrust in supervisor was negatively associated with loyalty to supervisor and job performance and positively related to deviance behavior toward supervisor; (4) Trust and distrust in supervisor fully mediated the relationship between paternalistic leadership and subordinate effectiveness. We discussed the importance of the distrust in supervisor construct in understanding the influence process of paternalistic leadership in Chinese organizational contexts. Limitations and future directions were also discussed.