領導者上下關係認定與部屬利社會行為：權力距離之調節效果

Leader's Vertical-Relational Identity and Subordinate Prosocial Behavior: The Moderating Effects of Power Distance

上下屬對彼此關係的認定如何影響雙方的行為，近年來雖然頗受研究者重視，但大多聚焦於雙方對關係品質的知覺上，而忽略了當事人對此關係所存有的先成之見。本研究有別於以往採取上下關係的類別互動觀點，特別關注領導者對上下關係本質的認定，將領導者對上下關係的認定區分為情感性關係認定與工具性關係認定，再探討主管之上下關係認定對部屬三種利社會組織行為包括（利主管、利同事及利組織）的影響；且進一步探討部屬權力距離的調節效果。在蒐集795對主管與部屬之對偶資料並進行分析之後，發現：（1）主管之上下情感性關係認定，與部屬之利主管、利同事及利組織行為均具有顯著的正相關；（2）上下工具性關係認定則對部屬之利主管與利同事行為具有顯著的負相關，但對利組織行為則無相關；（3）部屬權力距離在上述關係中具有顯著的調節效果：權力距離弱化了領導者情感性關係認定對利主管行為的正向影響、以及領導者之工具性關係認定的負向影響；但卻強化了領導者情感性關係認定對利同事、利組織的正向影響。最後，討論本研究的貢獻、限制及未來的研究方向。

Leader's vertical relational identity was classified into expressive and instrumental identity in this study. We explored the effects of supervisor's vertical relational identity upon subordinate's prosocial organizational behavior (POB) toward leader, coworker and organization; and further probed into the moderating effect of subordinates' power distance on the relationship between leader's vertical relational identity and prosocial organizational behavior. Results from a sample of 795 leader-subordinate dyads showed that (1) expressive relational identity was positively related to all the prosocial organizational behaviors; (2) instrumental relational identity was negatively related to subordinate's POB-leader and POB-coworker, but not to POB-organization; (3) subordinate's powder distance had significant moderating effects on the relationships between the leader's vertical relational identity and POB. The implications, limitations and possible directions for future research were also indicated.