安心領導的內涵與組織行為的影響： 文化差異的比較研究

Abstract

當今多元社會，由於複雜的文化背景與現有許多領導理論， 領導者不易領導和管理員工。研究提出一個問題:「能否形成一個上層的概念，即更普遍的領導方式，涵容現有的領導理論概念？」，且提醒了我們一個概念:「安心」。

此研究中，首先透過訪談來理解及界定「安心」和「安心領導」的概念。16名受訪者包括八名臺灣人與八名日本人，分別是四名領導階級和下屬。其次，找出了“安心領導”機制，其特點是（1）Counselorship、（2）Parentalship、（3）Directorship、（4）Comradeship，這是我們歸納出的新概念。第三，研究發展出“小籠包模式”，其中我們發現了“Parentalship”是其他三項特徵的基礎。最後，我們討論了“安心領導”帶領員工的方式，以及“安心領導”該具體執行的行動。

Due to current diverse society, cultural backgrounds and many complex existing leadership theories, it is very difficult for leaders to lead and manage employees. Then, one question was come up with, which was “Is it possible to develop an upper concept that leadership of universal way, which includes lower concepts that are past existing leadership theories? Then, it reminded us of one word, “An-xin (peace of mind)”.

In this research, we, firstly, understood and defined concept of both “An-xin” and “An-xin Leadership” by doing interview study. 16 interviewees included eight Taiwanese and eight Japanese, which four subordinates and leaders, respectively. Second, we figured out a mechanism of “An-xin Leadership”, whose characteristics were (1) Counselorship, (2) Parentalship, (3) Directorship and (4) Comradeship, which are our new concept. Third, we developed the "小籠包 model” because we had discovered that "Parentalship" underlied the other three characteristics. Lastly, we discussed how “An-xin Leadership” lead employees and what “An-xin Leadership” need to do.