| Summary: | 碩士 === 國立中正大學 === 心理學所 === 97 === Studies have shown that the positive leadership behaviors (ex: consideration, concern) had positive effects on the employee effectiveness and negative leadership behavior (ex: authority, blame) had negative effects on the employee effectiveness. However, case studies in Chinese organizations indicated that negative leadership behavior not necessarily had negative impact on employee effectiveness. We proposed that subordinates’ intention attribution of leadership behavior could help us understand the inconstant relationship behavior and subordinate responses. Two-stage data was collected in the this study. Using 332 Taiwanese employee samples, the results showed that: (a) Authentic attribution of positive leadership behavior was positively associated with supervisory loyalty, supervisory satisfaction, positive interactive emotions, and supervisory interactional justice, and was negatively associated with negative interactive emotions. (b) Manipulative attribution of positive leadership behavior was negatively associated with supervisory loyalty, supervisory satisfaction, positive interactive emotions, and supervisory interactional justice, but was positively associated with negatively interactive emotions. (c) Authentic attribution of negative leadership behavior was positively associated with negative interactive emotions. (d) Manipulative attribution of negative leadership behavior was negatively associated with supervisory loyalty, supervisory satisfaction, positive interactive emotions, and supervisory interactional justice, and was positively associated with negative interactive emotions. (e) Authentic attribution of negative leadership behavior moderated the relationship between authoritarian leadership and supervisory satisfaction, and between authoritarian leadership and negative interactive emotions. (f) Manipulative attribution of negative leadership behavior moderated the relationship between authoritarian leadership and supervisory interactional justice. Contributions and limitations were discussed, as well as suggestions were provided for future studies and managerial practices.
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