The Three Components of Differential Leadership and Their Relationships between Group Effectiveness and Group Interpersonal Conflict

• Main Authors: Hsiao-Chen Sun, 孫曉真
• Other Authors: Ding-Yu Jiang
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/85127573073006210724

碩士 === 國立中正大學 === 心理學研究所 === 103 === Group leaders are believed to have critical influence on group effectiveness and group interpersonal conflict. Among various types of leadership, differential leadership was considered as a kind of Chinese culture laden group leadership style. Differential leadership refers to leaders would treat their in- and out-group subordinates in different ways. Recently, researchers have indicated that the differential leadership consists of three components, such as favorable treatment towards in-groups, high expectation towards in-groups, and malice treatment towards out-groups. Therefore, this study investigated the relationship between differential leadership, group effectiveness and group interpersonal conflict. This study collected 52 work group samples from various organizations in Taiwan which consist of 297 employees, and the result findings indicated that: 1. After controlling the effect of differential leader-member exchange (DLMX), differential leadership components still had significantly positive association with outcomes; 2. Supervisor’s favorable treatment towards in-groups was positively associated with group performance; 3. Supervisor high expectation towards in-groups was positively associated with group performance, group cooperation satisfaction and group collective efficacy; 4. Supervisor’s malice treatment towards out-groups was positively associated with group performance, group satisfaction, group cooperation satisfaction and group collective efficacy; 5. Supervisor’s malice treatment towards out-groups was negatively associated with interpersonal conflict. Finally, according to the contributions and limitations of this study, we provided some suggestions for future research and managerial practices in Taiwanese organizations.