家長式領導中的威權領導行為以及仁慈領導行為已經在許多的華人組織中被發現以及證實。然而隨著時代的演進以及社會變遷，學者們發現威權領導以及仁慈領導可以依據針對的對象不同而分成對人的專權領導、對事的尚嚴領導，對人的生活關懷、對事的工作照顧，並對部屬產生不同的影響。本研究透過社會訊息處理理論、與關係性權力的觀點，探討了不同焦點之仁慈、威權領導對部屬的影響。

本研究包含了兩個部分，第一個部分以台灣私人企業的381個領導者-部屬對偶為對象，研究發現：(1)專權領導對於三種不同的部屬建言行為(改善型、預警型、異議型建言)有顯著的負向影響效果；(2)尚嚴領導對於改善型建言行為有正向的影響效果、生活關懷的仁慈領導對部屬的改善型建言和異議型建言亦有正向影響效果；(3)仁慈領導中的工作照顧對異議型建言行為有顯著的負向影響效果。第二個部分則分析了368個領導者-部屬對偶，結果顯示出：(1)尚嚴領導以及工作照顧對於部屬的忠誠式服從有正向影響效果；(2)尚嚴領導以及生活關懷對於部屬的心理資本有正向的影響效果；(3)專權領導對於部屬的創造性績效有負向影響效果，生活關懷則是對部屬的創造性績效有正向影響效果。

最後，根據結果進行探討並對研究限制、未來方向、及管理實務意涵加以闡述。

Both authoritarian leadership and benevolent leadership of paternalistic leadership are universal and evident leadership behaviors in Chinese organizations. Along with modernization and social change, Chinese scholars have made further distinctions based on their content and focus. Authoritarian leadership includes people-related authoritarian leadership and task-related authoritative leadership while benevolent leadership involves life caring (people-focused) and work (task-focused) support. From a relationalism perspective, the purpose of this research is to clarify the effects of these four leadership behaviors on subordinates.

Two studies were conducted to explore the effects of four types of leadership, people-related authoritarian leadership, task-related authoritative leadership, people-focused life caring, and task-focused work support. In Study1, we used 381dyads (subordinate-supervisor) from private enterprises of southern Taiwan as participants. Results showed that: (1) authoritarian leadership had negative effects on improving, preventing, and dissenting voice (rated by supervisors); (2) authoritative leadership was related positively to preventing voice and life caring and benevolent leadership was related positively to improving and dissenting voice; (3) work support of benevolent leadership had a negative effect on dissenting voice. In Study 2, we adopted a questionnaire survey and took 368 employees from private Taiwanese enterprises as participants. Results showed that: (1) authoritative leadership and work support of benevolent leadership were related positively to obedience to supervisor; (2) authoritative leadership and life caring of benevolent leadership had positive significant effects on employees’ psychological capital; (3) authoritarian leadership was negatively related to creative performance (rated by supervisor), but life caring of benevolent leadership had a positive effect. Finally, we also discussed the implications of theory/practice and limitations/future directions.

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