寬嚴並濟或二者擇一？俄亥俄州立大學關懷與定規領導風格研究之新視角

＂BOTH / AND＂OR＂EITHER / OR＂? A NEW LENS FOR THE OHIO STATE UNIVERSITY CONSIDERATION AND INITIATING STRUCTURE LEADERSHIP STYLES

本研究以兼容並蓄的矛盾思維，檢驗關懷與定規領導風格兼具的可能性，並以多項式迴歸及反應曲面分析，探究寬嚴並濟領導、關懷領導、定規領導、放任領導對於員工的任務精熟度及反生產行為的影響。本研究蒐集台灣企業486份有效主管部屬配對問卷，結果發現展現寬嚴並濟領導的主管，其部屬的任務精熟度會高於主管展現放任領導的部屬，而反生產行為則低於主管展現放任領導的部屬。展現關懷領導的主管，其部屬的任務精熟度會高於主管展現定規領導的部屬；此外，展現定規領導的主管，其部屬的反生產行為則高於主管展現關懷領導的部屬。最後，在部屬的任務精熟度及反生產行為方面，主管展現寬嚴並濟領導與展現關懷領導對部屬行為的影響程度並無顯著差異，唯一例外的是當主管展現寬嚴並濟領導時，本研究發現其部屬的反生產行為顯著低於主管展現定規領導的部屬。最後本研究亦針對研究結果進行理論和實務意涵的討論。

The purpose of this research is to use a paradox lens to explore the possibility of coexistence of consideration and initiating structure leadership styles on a leader. By employing the polynomial regression with response surface analysis, we explore the effect of consideration and initiating structure leadership, consideration leadership, initiating structure leadership and neither consideration nor initiating structure leadership on subordinates' task proficiency and counterproductive work behavior. Drawing on a 486 supervisor-subordinate dyads data in Taiwan, we found the following results: (1) The subordinates' task proficiency is higher under the consideration and initiating structure leadership when compare with neither consideration nor initiating structure leadership, (2) The counterproductive work behavior is lower under both consideration and initiating structure leadership when compare with neither consideration nor initiating structure leadership, (3) The subordinates' task proficiency is higher under the consideration leadership when compare with initiating structure leadership, (4) The counterproductive work behavior is lower under consideration leadership when compare with initiating structure leadership, and (5) The effect of consideration and initiating structure leadership and consideration leadership on subordinates' counterproductive work behavior and task proficiency do not have significant differentiation. The only exception is when the supervisor shows consideration and initiating structure leadership, we found that the counterproductive work behavior of the subordinates is lower than that of the subordinates whose supervisors show initiating structure leadership. Implications for research and practice are discussed.