工作偏私與情感偏私：雙構面差序式領導的區分效果

Favoritism Behavior with Work-Related and Affect-Related Resources: The Differential Effects of Two-Dimensional Differential Leadership

差序式領導是華人組織中相當特殊的領導風格，領導者會依據部屬與自己的親疏遠近，給予不同的對待方式。然而，過去相關研究卻顯示其對部屬效能的作用並不一致。為了解答此一矛盾的現象，本研究以資源理論為基礎，主張差序式領導可區分為兩個構面：其一為在經濟或工作相關資源上，進行偏私分配的工作型差序式領導；其二為在情感相關資源上，進行偏私分配的情感型差序式領導。其後，更進一步探討雙構面差序式領導對部屬工作績效與主管忠誠的預測效果，並根據「認定配對原則」檢驗部屬上下關係認定的調節作用。本研究先蒐集314筆企業員工樣本，隨機分成兩筆進行因素分析，確認了差序式領導的雙構面模式與區分效度。接著，再蒐集251對同事對偶樣本，以結構方程模型進行檢驗，並發現僅工作型差序式領導對工作績效、主管忠誠具有正向效果，且對工作績效的正向效果較強，支持了資源對應的競爭效果；其次，部屬的情感性上下關係認定會強化情感型差序式領導與主管忠誠的關係，呼應認定配對原則的觀點。

Differential leadership (DL) is a unique leadership style within organizations in the Chinese Confucian culture in which leaders treat ingroup subordinates more favorably than outgroup subordinates. However, past studies have shown inconsistent results with respect to the effect of DL on subordinates' performance. To address this issue, we proposed a two-dimensional model of DL based on resource theory (Foa & Foa, 1974): favoritism with economic and work-related resources (i.e., work-based DL), and favoritism with affect-related resources (i.e., affect-based DL). The aim of this study is to explore the dual dimensions of DL and to examine their differential effects on job performance and loyalty to the supervisor. According to social exchange theory (Blau, 1964), ingroup subordinates who receive more resources from their leaders reciprocate by showing more devotion and loyalty. Outgroup subordinates display behaviors expected by the leader through vicarious learning (姜定宇、鄭伯壎，2014；鄭伯壎，2005). However, the central principle of social exchange is that individuals are most likely to exchange resources with those who possess the same type of resources (Brinberg & Castell, 1982). Accordingly, the impact of work-based DL on job performance should be greater than on loyalty to the supervisor. In contrast, affect-based DL should trigger more loyalty to the supervisor than job performance. In the view of the identity-matching principle (Ullrich, Wieseke, Christ, Schulze, & van Dick, 2007), we also examined the moderating role of the subordinate's vertical relational identity (RI). RI can be divided into instrumental RI and expressive RI. Instrumental RI refers to the subordinate's relational identity encompassing rational calculation and benefit exchange in the vertical dyad, whereas expressive RI refers to the subordinate's relational identity encompassing mutual consideration and the sharing of emotions in the vertical dyad. The former is information and cognition based, and the latter is normative and affect based. Past studies have shown that leadership effectiveness is stronger when the subordinate's self-identity matches the leader's behavior (Hogg & Martin, 2003; Lord & Brown, 2004); if the subordinate's self-identity does not match the leader's behavior, leadership effectiveness is reduced (Ullrich et al., 2007). Since the content of economic and work-related resources is consistent with the connotation of instrumental RI, the relationship between work-based DL and job performance and loyalty to the supervisor should be stronger when the subordinate's instrumental RI is high. Furthermore, as work-based DL motivates more job performance than loyalty to the supervisor, the moderating effect of instrumental RI should be stronger on the relationship between work-based DL and job performance. In the same vein, since the content of affect-related resources is consistent with the connotation of expressive RI, the relationship between affect-based DL and job performance and loyalty to the supervisor should be stronger when the subordinate's expressive RI is high. As affect-based DL inspires more loyalty to the supervisor than job performance, the moderating effect of expressive RI should be stronger on the relationship between affect-based DL and loyalty to the supervisor. We first revised the original scale items developed by Jiang and Cheng (姜定宇、鄭伯壎，2014), and also designed some new items based on resource theory. After evaluating content validity, 21 items were retained for factor analysis. Data collected from 341 employees were randomly split into two groups for exploratory and confirmatory factor analysis. The results supported the dual-factor model of DL and its discriminant validity. Another data set containing 251 colleague dyads was collected and tested with structural equation modeling. The results showed that work-based DL is positively related to job performance and loyalty to the supervisor. The former relationship had a stronger effect than the latter, indicating that corresponding resources will have stronger effects. Furthermore, the subordinate's expressive RI positively moderated the effect of affect-based DL on loyalty to the supervisor, which echoes the identity-matching principle. We proposed applying resource theory as the theoretical basis for differentiating the construct domain of DL, and examined its factor structure. We confirmed that the differential effects of the two-dimensional model of DL are in alignment with the identity-matching principle.