The Model and Effect of Leader-Subordinate Relational Identity

• Main Authors: Sung-Chun Tsai, 蔡松純
• Other Authors: 鄭伯壎
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/70128380771904566908

博士 === 國立臺灣大學 === 心理學研究所 === 100 === The issue of how relational identity about leader-subordinate affects each other’s behavior is getting more and more attentions in recent years. Different from past studies on leader-subordinate relationship taking viewpoints of interaction about classifications or self-concept, this study took perspective of social cognitive schema with special focus on the structure and content of relational cognition of leader and subordinate. Firstly, this study reviewed theories and researches related with leader-subordinate relationship in organization. Secondly, after reviewing past studies on interpersonal relationships in the East and West and considerations of characteristics of modernized organizations after cultural shock, this study further clarified the leader-subordinate relationship with two cognition axes: “equal/unequal” and “close/distant”, and use four dimensions to explore leader-subordinate relational identity(LSRI): communal affection (equal and close), instrumental exchange (equal but distant), care-repay (unequal but close), and authority-obedience (unequal and distant). Furthermore, according to the four dimensions of leader-subordinate relational identity, we explored how a leader’s LSRI leads to leadership behaviors and how a leader affects subordinate’s LSRI via leadership behavior. Using 59 work group as sample (59 leaders and 251 subordinates), the results of HLM and regression analysis showed: (1) Leader’s LSRI significantly affects leadership behavior: relational identity of communal affection has significantly positive relationship with motivational inspiration behavior; relational identity of instrumental exchange significantly and positively relates with authoritarian leadership behavior, but significantly has negative relationship with inspiration and benevolent leadership; relational identity of care-repay has significantly positive relationship with authoritative leadership; relational identity of authority-obedience has significantly positive relationship with authoritarian leadership. (2) Leadership behaviors are related significantly to subordinates’ LSRI: benevolent leadership is related positively to communal affection and care-repay relational identities; authoritative leadership has significantly positive relationships with care-repay and authority-obedience relational identities; authoritarian leadership has significantly positive relationship with subordinate’s relational identity of instrumental exchange. Finally, the main findings, contributions and limits, future research directions, and implications were also discussed.