科技部專題研究計畫主持人
MOST-102-2410-H-194-098-SS3
華人差序式領導的本質與影響歷程
Chinese Differential Leadership: Its Nature and the Influence Mechanism
科技部
Ministry of Science and Technology
國立中正大學心理學系
Department of Psychology, National Chung Cheng University
姜定宇
Ding-Yu Jiang
國立中正大學心理學系
Department of Psychology, National Chung Cheng University
姜定宇
教授
(公) 05-2720411#32218 (宅/手機) 0952124568
psydyj@ccu.edu.tw
計畫執行期間起:2013-08-01
計畫執行期間迄:2016-07-31
2013-08-01,2014-08-01,2015-08-01
2014-07-31,2015-07-31,2016-10-31
台灣與中國大陸企業組織員工
1
003
05
差序式領導;主管包容性;同儕支持;工作團體忠誠;工作團體忠誠
Differential leadership;supervisor inclusiveness;coworker support;workgroup loyalty;social loafing
差序式領導是指領導者對於自己人部屬給予較多偏私對待的領導風格,儘管這項領導行為看似不公平,不過從條件式酬賞、角色差異化及減低團體內社會閒散現象等觀點,特別是在普遍存在人治主義的華人企業組織中,差序式領導應該是一項能夠增進團體效能的領導風格。作為一項較為新穎的領導概念,仍有許多未解之處需要進行探究。因此,在此次三年期計畫中,將系統性地從各個層面剖析差序式領導的影響與作用機制。在第一年的研究計畫中,著重於差序式領導的內容釐清,特別是補足之前研究中,兩項可能意涵的缺漏:對外人部屬偏惡與對自己人部屬嚴苛。而在第二年的研究計畫中,將從部屬角度出發,探討領導者對外人部屬的肯定與包容,以及自己人部屬的同儕支持,對自己人與外人部屬之間互動的可能影響。最後,在第三年的研究計畫中,將探討差序式領導的影響機制,特別是在團體層次上的影響機制,而提出團體忠誠與社會閒散兩項關鍵的中介變項。此次三年期研究計畫,將能夠釐清華人差序式領導許多重要的內涵,而能夠發展出更為完整的理論模式,並且有助於發展出有效的差序式領導訓練計畫。
Differential leadership is a leadership style that the supervisor favors those in-group subordinates better. The differential leadership may seem to be an unfair leadership, yet it suggested that the differential treatment should be able to improve group performance based on contingent reward, role differentiation, and through reducing the social loafing. Furthermore, the differential leadership should be effective, especially for the personalistic Chinese organization. As a relatively new concept like differential leadership, it still requires more researches to figure out the unsolved puzzles. Therefore, this three year study will systematically analyze the differential leadership’s nature and the influence mechanism. The first year study will be focusing on the clarification of the content of differential leadership; it is especially set to overcome the two potential shortcoming of the leadership content, whether the supervisor would treat the out-group subordinate worse and whether the supervisor would treat in-group subordinates strictly. The second year study, from subordinates’ perspective in workgroup, will investigate the topic of supervisor’s inclusiveness, accepting and recognizing the input of out-group subordinates, and peer support from those in-group subordinates. Last but not the least; the third year study is going to discuss the influence mechanism of differential leadership, especially for the group-level influencing mechanism. The two key mediation factors, group loyalty and social loafing, will be proposed in this stage. This three year research plan will clarify many significant contents of Chinese differential leadership, so that it is be able to develop a more complete theoretical model, and a more efficient training plan of differential leadership.
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