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博碩士論文 etd-0812113-124318 詳細資訊
Title page for etd-0812113-124318
A Study on the Relationship between Benevolent Leadership and Nonfamily Employees’ Voice Behavior in Family Businesses-a Mediated Moderation Model
Year, semester
Number of pages
Yuan-Duen Lee
Advisory Committee
溫金豐, 黃良志, 鍾昆原, 杜佩蘭
Jin-Feng Uen; Liang-Chih Huang; Kuen-Yuan Jone; Pey-Lan Du
Date of Exam
Date of Submission
voice behavior, supervisor-subordinate guanxi, LMX differentiation, social identity theory, benevolent leadership, social exchange theory
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By integrating social exchange theory with social identity theory, the present study proposes that LMX (leader-member-exchange) differentiation is an important contextual variable for improving the effect of benevolent leadership on supervisor-subordinate guanxi and consequently impact employees’ voice behavior. Using a sample of 368 nonfamliy employees from 50 family businesses, this study discovered that when subordinates perceive their owners’ expressed high-level of LMX differentiation among the organization, then such perception may augment the effect of benevolent leadership. More specifically, this effect is revealed through an improvement in their quality of supervisor-subordinate guanxi and ultimately will promote their willingness to voice constructively. The implications for theory and practice are discussed.
目次 Table of Contents

1.1. Research Background 1
1.2. Research Objective 5
1.3. Research Process 6
2.1. Family Business 8
2.2. Benevolent Leadership in Family Businesses in Chinese Context 10
2.3. Interpersonal Relationships in Organizations 16
2.3.1. Essence of Guanxi 16
2.3.2. Interpersonal Relationships in Western and Eastern Societies 17
2.3.3. Typologies of supervisor-subordinate guanxi 21
2.4 Voice Behavior 27
2.5. Benevolent leadership and supervisor-subordinate guanxi 32
2.6. The Moderating Role of LMX Differentiation Climate for Benevolent Leadership 36
2.7. The mediating role of supervisor-subordinate guanxi 40
3.1.Sample and Data Collection 44
3.2.Scale development and measurement translation 46
3.3.Measures 47
3.3.1. Voice Behavior 47
3.3.2. Benevolent Leadership 48
3.3.3. LMX Differentiation 50
3.3.4. Supervisor-Subordinate Guanxi 52
3.3.5. Control Variables 54 Safety Climate 55 Shang-yen Leadership 56 Self-efficacy 58 LMX Mean 59
3.4. Discriminant Validity 59
4.1. Data Aggregation 62
4.2. Descriptive Statistics 62
4.3. Hypotheses Tests 63
5.1 Theoretical Implications 68
5.2. Practical Implications 70
5.3. Limitations and Recommendations for Future Research 72




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