科技部專題研究計畫主持人
MOST 107-2410-H-018-025 -SSS
僕人領導與員工的同理心行為:以關係的觀點探討
Servant Leadership and Employee Compassionate Acts: A Relational Perspective
科技部
Ministry of Science and Technology
國立彰化師範大學
National Changhua University of Education
鍾安宜
Anyi Chung
人力資源管理研究所
Graduate Institute of Human Resource Management
鍾安宜
助理教授
04 723-2105 ext.7910
anyichung@gmail.com
計畫執行期間起:2018-08-01
計畫執行期間迄:2019-07-31
2019-01-16
2019-07-31
一間醫院
1
004
01,05
同理的愛、助人行為、換位思考、僕人領導
Compassionate love, Helping behaviors, Perspective taking, Servant leadership
本研究的目的在於探討僕人領導(servant leadership)對員工助人行為(helping behaviors)的影響。依據Underwood (2009)對同理的愛(compassionate love)之解釋,其內涵包括動機(motivation)與明辨(discernment),本研究將僕人領導視為員工對同事與顧客展現同理的愛之行為典範。對此,本研究提出一個程序模式以檢驗員工對僕人領導的知覺與助人行為之間的關係受到員工換位思考(perspective taking)的中介影響程度。 本研究邀請一間教學醫院,第一線員工與其直屬上司參與配對問卷的調查。由員工在第一波問卷提供對僕人領導的知覺並且在第二波問卷填寫個人的換位思考:再請他們的主管在第三波問卷提供部屬對病患與同事的幫助行為。最後,來自員工有效的問卷共289份,分別隸屬59位主管。研究假設以階層線性模式分析(Hierarchical Linear Modeling)。分析結果顯示,換位思考不具有中介效果。 本研究的發現與過去有關換位思考與助人行為之研究進行討論。依據Gehlbach (2004)的解析,換位思考的現有量表只有測量到部分概念,不是傾向(propensity)就是能力(ability)。因此,本研究假設未獲支持的原因,有可能是所採用的換位思考的量表只測量到傾向的構面,而忽略了能力的構面。最後,針對未來研究的方向,本研究建議可以在換位思考與助人行為之間加入調節變數(例如:官僚氣候),以了解員工助人行為受阻的可能原因。
The paper aims to shed light on servant leadership as a precursor to employee helping behaviors. In drawing on Underwood’s (2009) conceptualization of compassionate love as a composite of motivation and discernment, servant leadership is regarded as a role model of giving compassionate love to co-workers and clients. A process model is developed to examine the impact of perceptions of servant leadership on employee helping behaviors through perspective taking. The research used a dyadic sample to collect data from front-line employees and their immediate supervisors in a teaching hospital. Specifically, the employees provided data on perceptions of servant leadership at Time 1 and their own perspective taking at Time 2 whereas their supervisors rated their employees’ helping behaviors toward patients and coworkers at Time 3. Thus a total of 289 questionnaires from employees who were nested within 59 supervisors were used. Hypotheses were tested with Hierarchical Linear Modeling. The results did not support the indirect effects through employee perspective taking. The findings were discussed with prior studies on the relationships between perspective taking and helping behaviors. In light of Gehlbach’s (2004) notion, a lack of correlation may be attributed to an inadequate measure which examines only one dimension of perspective taking, either propensity or ability. Finally, the research suggests a possible boundary condition for the relationship between perspective taking and helping behaviors, for example, bureaucracy.
否,無直接識別資料
僅就有無可識別個人身份資料進行檢查及處理,不對變項名稱、變項及選項數值說明與問卷是否一致或有定義進行核對或修改。
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