臺灣博碩士論文加值系統

根據社會交換理論以及社會認同理論，本研究認為領導者-部屬交換關係差異是一個重要的情境變項，它將強化仁慈領導對主管部屬關係品質與非家族員工發言行為的影響力。本研究總共調查50間家族368位非家族員工。研究結果顯示在領導者-部屬交換關係差異很高的情況下，仁慈領導對於非家族成員建言行為的影響力將得到強化。此外，研究結果也顯示，上述的影響是因為仁慈領導與領導者-部屬交換關係差異的交互影響，改變了主管與部屬的關係品質。根據結果，本研究分別在理論與實務提出相關建議。

By integrating social exchange theory with social identity theory, the present study proposes that LMX (leader-member-exchange) differentiation is an important contextual variable for improving the effect of benevolent leadership on supervisor-subordinate guanxi and consequently impact employees’ voice behavior. Using a sample of 368 nonfamliy employees from 50 family businesses, this study discovered that when subordinates perceive their owners’ expressed high-level of LMX differentiation among the organization, then such perception may augment the effect of benevolent leadership. More specifically, this effect is revealed through an improvement in their quality of supervisor-subordinate guanxi and ultimately will promote their willingness to voice constructively. The implications for theory and practice are discussed.

CONTENTS

CHAPTER 1 INTRODUCTION 1
1.1. Research Background 1
1.2. Research Objective 5
1.3. Research Process 6
CHAPTER 2 LITERATURE REVIEW 8
2.1. Family Business 8
2.2. Benevolent Leadership in Family Businesses in Chinese Context 10
2.3. Interpersonal Relationships in Organizations 16
2.3.1. Essence of Guanxi 16
2.3.2. Interpersonal Relationships in Western and Eastern Societies 17
2.3.3. Typologies of supervisor-subordinate guanxi 21
2.4 Voice Behavior 27
2.5. Benevolent leadership and supervisor-subordinate guanxi 32
2.6. The Moderating Role of LMX Differentiation Climate for Benevolent Leadership 36
2.7. The mediating role of supervisor-subordinate guanxi 40
CHAPTER 3 RESEARCH METHODS 44
3.1.Sample and Data Collection 44
3.2.Scale development and measurement translation 46
3.3.Measures 47
3.3.1. Voice Behavior 47
3.3.2. Benevolent Leadership 48
3.3.3. LMX Differentiation 50
3.3.4. Supervisor-Subordinate Guanxi 52
3.3.5. Control Variables 54
3.3.5.1. Safety Climate 55
3.3.5.2. Shang-yen Leadership 56
3.3.5.3. Self-efficacy 58
3.3.5.4. LMX Mean 59
3.4. Discriminant Validity 59
CHAPTER 4 RESULTS 62
4.1. Data Aggregation 62
4.2. Descriptive Statistics 62
4.3. Hypotheses Tests 63
5. DISCUSSION AND CONCLUSION 68
5.1 Theoretical Implications 68
5.2. Practical Implications 70
5.3. Limitations and Recommendations for Future Research 72
REFERENCES 74


TABLES

TABLE 1: DEfiNITIONS OF VOICE 29
TABLE 2: CFA RESULTS FOR VOICE 48
TABLE 3: CFA RESULTS FOR BENEVOLENT LEADERSHIP 50
TABLE 4: CFA RESULTS FOR LMX 51
TABLE 5: CFA RESULTS FOR SUPERVISOR-SUBORDINATE GUANXI 53
TABLE 6: CFA RESULTS FOR PSYCHOLOGICAL SAFETY 56
TABLE 7: CFA RESULTS FOR SHANG-YEN LEADERSHIP 57
TABLE 8: CFA RESULTS FOR SELF-EFFICACY 58
TABLE 9: COMPARISON OF MEASUREMENT MODEL 61
TABLE 10: CORRELATION TABLE 63
TABLE 11: HLM RESULTS 65


FIGURES

FIGURE 1 RESEARCH PROCESS 7
FIGURE 2 RESEARCH FRAMEWORK 43
FIGURE 3 INTERACTION EFFECT OF LMX DIFFERENTIATION WITH BENEVOLENT LEADERSHIP ON SUPERVISOR-SUBORDINATE GUANXI 66
FIGURE 4 INTERACTION EFFECT OF LMX DIFFERENTIATION WITH BENEVOLENT LEADERSHIP ON VOICE BEHAVIOR 67

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