家長式領導與部屬建言行為之關係：深層演出與表層演出之角色

The Relationship Between Paternalistic Leadership and Subordinates' Voice Behavior: Roles of Deep Acting and Surface Acting

10.6147/JHRM.202112_21(2).0004

李庭閣(Tingko Lee)；嚴國晉(Kuo-Ching Yen)；費吳琛(Wu-Chen Fei)；蔡佩容(Pei-Jung Tsai)

家長式領導 ； 情緒調節策略 ； 深層演出 ； 表層演出 ； 建言行為 ； paternalistic leadership ； emotion regulation strategy ； deep acting ； surface acting ； voice behavior

人力資源管理學報

21卷2期（2021 / 12 / 01）

75 - 99

繁體中文

鑑於職場中，部屬常會有「無法做自己」的隱形壓力，情緒調節已成為部屬工作的一部分。基於情緒調節理論，本研究探討主管的家長式領導，包含威權、仁慈、德行領導，與員工建言行為之間的關係，並進一步探討情緒調節策略之深層演出（真心誠意）與表層演出（偽裝面具）所扮演的中介機制。表層演出是指在不調整內心實際感受的情況下，僅修改表面上的表達；然而，深層演出是指修改內心感受以反映真實的情緒表現。以國軍高司幕僚單位之部屬及其主管為研究對象，蒐集有效配對資料共473筆。根據結構方程模型分析結果顯示部屬知覺的威權、仁慈與德行領導風格會正向激發深層演出，進而提升其建言行為。此外，部屬知覺的威權領導會正向激發其表層演出，進而降低建言行為。然而，仁慈與德行領導則無法透過降低表層演出對建言行為產生影響。最後，本研究亦針對理論貢獻與管理意涵討論之。

In the workplace, subordinates often have invisible pressures of ＂can't be yourself＂. Emotional regulation has been almost a part of subordinate's work. Drawing on the emotion regulation theory, this study mainly explores the relationship between the paternalistic leadership (such as authoritarian, benevolent, and moral leadership) and the subordinates' voice behavior, and further explores the mediation effects of deep acting and surface acting. Surface acting refers modifying the superficial expressions without changing inner feelings; however, deep acting refers modifying inner feelings to reflect the actual emotional displays. This study tested the theoretical model with 473 supervisor-subordinate matched data of the staff divisions in military officers. The results of structural equation modeling show that subordinates' perceptions regarding the authoritarian, benevolent, and moral leadership can positively stimulate the deep acting and further enhance their voice behavior. Moreover, subordinates' perceptions regarding the authoritarian leadership can positively stimulate the surface acting and further eliminate their voice behavior. However, there is no significant that surface acting mediates the relationship between benevolent leadership (or moral leadership) and voice behavior. Finally, theoretical contributions and practical implications are also discussed in this study.

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