Servant and authoritarian leadership: Differential influences on value co-creation with moderating effects

服務型與威權型領導：對價值共創的差別性影響及調節效應

隨著經濟模式的轉型，企業逐漸從傳統的單向商品主導邏輯轉變為互動式的服務主導邏輯，即價值共創。因此，了解員工為何願意參與價值共創變得尤為重要。本研究設計了一個基於社會交換理論的研究框架，探討兩種極端領導風格：服務型領導與威權型領導，對價值共創的影響。此外，根據社會交換理論，本研究選取非收實質性互惠(集體策略願景)及外在報酬(知覺組織正義)作為調節變項，進一步研究在不同情境下，領導風格與價值共創之間的關係。本研究共收集了來自 91 個團體的 397 份有效問卷，並採用階層線性回歸進行統計分析。結果顯示，服務型領導與價值共創之間存在正向關聯，而威權型領導與價值共創之間存在負向關聯，揭示了不同領導風格 對組織價值共創的影響。此外，基於社會交換理論，本研究確認集體策略願 景與知覺組織正義是領導風格與價值共創關係的兩個重要調節變項; 最後，本研究指出一項特別有趣的發現：當主管採取威權型領導風格且員工感知較低的組織正義時，威權型領導與價值共創之間的負向關係會被削弱。

With the transformation of economic change, companies have gradually transformed their mode from the traditional one-way of goods-dominant logic to interactive two-way of service-dominant logic, which is known as value co- creation. It is therefore important to understand why employees are willing to participate in value co-creation. We design a research framework which reflects the social exchange theory; and to explore the influence of two extremely different leadership styles: servant leadership and authoritarian leadership on value co- creation. Additionally, based on social exchange theory, the variables of implicit reciprocity (collective strategic vision) and extrinsic rewards (perceived organizational justice) were selected as two moderators to further investigate the relationship between leadership style and value co-creation under different situations. A total of 397 valid questionnaires from 91 groups were collected and hierarchical linear regressions were adopted for statistical analyses. The results showed a positive association between servant leadership and value co-creation and a negative relationship between authoritarian leadership and value co-creation, which demonstrated the impact of value co-creation on organizations from different leadership styles. Moreover, based on social exchange theory, this study identified implicit reciprocity and extrinsic rewards as two distinct moderators of the relationship between leadership styles and value co-creation; and finally, this study underscored the particularly interesting finding that the negative relationship between authoritarian leadership and value co-creation is weakened when supervisors adopt authoritarian leadership styles and employees perceive lower organizational justice.