Leaders'' role modeling and verbal communication behaviors, and their effects on followers'' moral evaluation on leaders.

• Main Authors: Szu-Yi Li, 李思儀
• Other Authors: An-Chih Wang
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/ay9pas

碩士 === 國立中山大學 === 人力資源管理研究所 === 106 === The morals and ethics of leaders have recently become a critical issue being noticed by both scholars and business organizations. Every organization’s leader needs to be a role model for their staff, demonstrating high morals and self-discipline. Current research done in Chinese-speaking communities emphasizes that the performance of the subordinate is closely related to the moral behavior of their leader. However, Western leadership literature focus on creating policies that dictate and promote ethical conduct and behaviors. Thus, a leader''s leadership-related behavior has far-reaching impact on his subordinates. How does moral leadership influence the subordinates in Chinese organizations ? This study explores how employees view their leader''s moral values through the use of questionnaires and studying how respondents reacted to randomly selected scenarios. The scenarios were designed with variables in the amount of role modeling and explicit communication behavior. 　　A total of 191 questionnaires were distributed, collected, and examined for this study. Results found that due to the traditional rule of virtue in Chinese cultures, such as a high power distance and the higher role modeling, leaders have a higher moral evaluation. Furthermore, due to Taoist values of obscurity and ambiguity, the more and clearer explicit communication is not accepted in the Chinese world. Finally, contributions and limitations are discussed, and suggestions are provided for managerial practices and future directions.