Exploring the Relationships among LMX Differentiation, Perceived Cohesion, and Solidarity Behavior

探討主管成員交換品質差異、認知凝聚力與團結行為之關係

周惠文(Huey-Wen Chou)；林昱凱(Yu-Kai Lin)；林裕勛(Yu-Hsun Lin)；周賢彬(Shyan-Bin Chou)

凝聚力 ； 主管成員交換 ； 主管成員交換品質差異 ； 團結行為 ； cohesion ； LMX ； LMX differentiation ； solidarity behavior

輔仁管理評論

20卷2期（2013 / 05 / 01）

87 - 103

英文

本研究主要探討主管成員交換品質差異、認知凝聚力與團結行為三者之間的關係，並以來自台灣不同產業的217個樣本資料檢驗所提的研究模型。研究結果發現，員工所知覺的主管成員交換品質差異和員工知覺的凝聚力呈現負向相關，而員工知覺的凝聚力會正向影響團隊成員的團結行為，亦即主管成員交換品質差異越大，越不利於凝聚力的培養。本研究也發現，在主管成員交換品質差異與團結行為之關係中，認知凝聚力扮演一個重要的中介的角色，換言之，團隊成員的認知凝聚力有助於團隊的團結行為之形成。本文最後針對管理意涵、研究限制與未來研究方向加以探討。

This study examined the relationships among leader-member exchange (LMX) differentiation, perceived cohesion, and solidarity behavior. To test our hypotheses, we employed data from a survey that collected a total of 217 responses from across various organizations in Taiwan. The results found that LMX differentiation was negatively related to perceived cohesion, which in turn had negative relationship to the team member's solidarity behavior. This study also confirmed the mediating role of perceived cohesion in the LMX differentiation and solidarity behavior relationship. That conclusion means perceived cohesion is important to group members' solidarity behavior. Implications for managers' behavior, limitations, and research recommendations conclude the paper.

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