兩全其美領導? 關懷與定規領導風格兼具對部屬行為之影響;&quot;Both/And&quot; Leadership? The Effect of Both Consideration and Initiating Structure Leadership Styles on Subordinates′ Behaviors.

NCUIR > School of Management at National Central University > Graduate Institute of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/80039

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Title:	兩全其美領導? 關懷與定規領導風格兼具對部屬行為之影響;";Both/And";Leadership? The Effect of Both Consideration and Initiating Structure Leadership Styles on Subordinates′ Behaviors.
Authors:	鍾怡安;Chung, Yi-An
Contributors:	人力資源管理研究所
Keywords:	兩全其美領導;矛盾理論;關懷型領導風格;定規型領導風格;多項式迴歸;反應曲面分析;“both/and” leadership;Paradox Theory;Consideration Leadership Style;Initiating Structure Leadership Style;Polynomial Regression Analysis;Response Surface Analysis
Date:	2019-07-04
Issue Date:	2019-09-03 12:05:13 (UTC+8)
Publisher:	國立中央大學
Abstract:	過去研究大多專注於二者擇一(either/or)思維，分別提出關懷與定規型領導風格對於部屬行為的影響，卻少有研究以兩全其美(both/and)的矛盾思維，關注於關懷與定規型領導風格，兩者兼備的可能性。因此，本研究以兩全其美(both/and)的矛盾思維，考量主管在兩種領導風格兼備的可能性，並使用非線性統計方法－多項式迴歸及反應曲面分析，探究兩全其美領導、關懷領導、定規領導、赤貧領導對於員工的任務精熟度及反生產行為之影響。本研究在台灣企業蒐集486份有效主管部屬配對問卷，結果發現，(1)展現兩全其美領導的主管，其部屬的任務精熟度會高於展現赤貧領導的部屬。(2)展現兩全其美領導的主管，其部屬的反生產行為會低於展現赤貧領導的部屬。(3)展現關懷領導的主管，其部屬的任務精熟度會高於展現定規領導的部屬。(4)展現定規領導的主管，其部屬的反生產行為會高於展現關懷領導的部屬。(5)在部屬的任務精熟度及反生產行為方面，主管展現兩全其美領導與展現二者擇一中的關懷領導具有相同的影響程度。;Most research has been focusing on the study of “either/or” perspective leadership styles in the past years, but there were only a few studies that are rarely focusing on the coexistence of consideration and initiating structure leadership styles which known as “both/and” leadership style. 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 can explore the effect of “both/and” leadership, consideration leadership, initiating structure leadership and laissez-faire leadership on subordinates’ task proficiency and counterproductive work behavior. 　　Drawing on an effective cross-organization data of 486 supervisor-subordinate dyads in Taiwan, we found the following results: (1) the subordinates’ task proficiency is higher under the “both/and” leadership when compare with laissez-faire leadership, (2) the counterproductive work behavior is lower under “both/and” leadership when compare with laissez-faire 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 “both/and” leadership and consideration leadership on subordinates’ counterproductive work behavior and task proficiency is similar.
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