鄭伯壎Cheng, Bor-Shiuan臺灣大學:心理學研究所黃瑞祥Huang, Jui-HsiangJui-HsiangHuang2010-05-042018-06-282010-05-042018-06-282009U0001-2907200911461900http://ntur.lib.ntu.edu.tw//handle/246246/178753一提起「爭寵」二字，每個華人心中都會浮現出某種相對應的樣貌與畫面，表示爭寵並不罕見。但是「爭寵」往往與一些負面行為連結；例如，部屬對主管逢迎或者同儕彼此內鬥，而這些行為都可能對組織造成負面影響。研究者認為，釐清爭寵現象才能提供主管在面對部屬爭寵時的建議。然而過去卻無相關研究，因此研究者先以前導研究界定爭寵現象。研究者發現，上下關係中，部屬會對主管投其所好，並試圖透過提升自我在主管心中的「地位」，進而增加現實性與精神性的資源；「寵」即是「資源」，同時也是主管心中的「地位」。水平關係中，部屬會對部分同儕展現出競爭行為、同時試圖拉攏其他同儕，以形成同盟關係。因此，爭寵可定義成：部屬為了獲得主管寵愛，因此產生上下關係的「奉承討好」與水平關係的「內鬥」與「合作」。前導研究引導出三個主題。主題一證實，當主管採取差序領導時，部屬會透過資源分配與互動，判斷同儕間的差序地位，並歸因主管偏好；依照主管偏好，部屬會「拉近關係」、「表示忠誠」、「展現才能」。主題二指出，部屬會以「不公平知覺」與「自我擴張」兩個標準歸類同儕；前者代表部屬對主管資源分配的認知，後者代表部屬與同儕的關係品質。兩個歸類標準交錯出四種同儕組型，「互助合作」、「君子之交」、「糾葛矛盾」、「爭權奪利」。主題三指出，「不公平知覺」與「自我擴張」改變，同儕組型會發生「組型移轉」。研究者最後將根據研究結果，討論理論貢獻以及實務應用。When it comes to the word Zheng Chong in Chinese, which means competing for appreciation, a certain corresponding scenario comes to Chinese people’s mind. This suggests that the phenomenon “Zheng Chong” might occur in all kinds of contexts and relationships in Chinese culture. However, the word Zheng Chong tends to be associated with negative behavior. For example, subordinates flatter supervisors, or subordinates attack each other. These actions are likely to have negative effects on organizations, which means that the phenomenon “Zheng Chong” may hinder the operation of organizations. This thesis aims to provide useful suggestions for supervisors facing the phenomenon “Zheng Chong” by defining Zheng Chong and identifying key factors that trigger subordinates’ competition for supervisors’ appreciation. However, there has been little research on related topics, so the present study conducts a pilot study with a view to defining the phenomenon Zheng Chong. his thesis finds that as regards the leader-member relationship, the latter may cater to the former’s needs, trying to obtain material and spiritual resources by reaching a privileged status. Supervisor’s appreciation is a kind of resources and reflects a subordinate’s status in the eyes of his or her supervisor. As far as the parallel relationship between subordinates is concerned, subordinates may compete with some of their peers. Meanwhile, subordinates may try to ally with other peers.herefore, Zheng Chong can be defined as subordinates’ behavior to flatter their supervisors, and meantime compete and cooperate with peers so as to win the supervisors’ appreciation. he results of the pilot study bring about three follow-up studies. The first study proves that when a supervisor exerts differential leadership, his or her subordinates may judge their differentiated statuses and identify the supervisor’s preferences according to resource distribution and interactions between supervisors and subordinates. Considering the supervisor’s preferences, the subordinates try to display their loyalty and abilities to strengthen the relationship with the supervisor. The second study indicates that subordinates may classify peers in terms of their perception of fairness and self-expansion. The former refers to subordinates’ perception of supervisors’ resource distribution, and the latter refers to the quality of the peer relationship. With the two criteria, four peer categories are thus yielded, each one with distinct relationship patterns. The harmonious group includes two categories: (i) cooperation and (ii) nodding acquaintance. The category of complexity is a transitional group. The category of competition for power falls in the competing group. The third study further points out that when there are changes in a subordinate’s perception of fairness and self-expansion, category shifts occur accordingly. Finally, based on the results, the thesis discusses its theoretical contribution and applications in management.第一章 緒論…………………………………………………………001二章 前導研究……………………………………………………005一節 前言…………………………………………………………………006二節 研究方法……………………………………………………………008三節 研究結果……………………………………………………………025四節 結論…………………………………………………………………046三章 主題一………………………………………………………047一節 前言…………………………………………………………………047二節 文獻回顧……………………………………………………………049三節 研究方法……………………………………………………………053四節 研究結果……………………………………………………………054五節 結論…………………………………………………………………069四章 主題二………………………………………………………073一節 前言…………………………………………………………………073二節 文獻回顧……………………………………………………………074三節 研究方法……………………………………………………………085四節 研究結果……………………………………………………………088五節 結論…………………………………………………………………109五章 主題三………………………………………………………113一節 前言…………………………………………………………………113二節 文獻回顧……………………………………………………………115三節 研究方法……………………………………………………………117四節 研究結果……………………………………………………………118五節 結論…………………………………………………………………129六章 討論…………………………………………………………131一節 研究結果討論………………………………………………………131二節 爭寵真正的結束？…………………………………………………133三節 爭寵現象對組織績效與組織管理的意義…………………………136四節 研究限制與未來研究方向…………………………………………139考文獻………………………………………………………………147錄一：訪談大綱……………………………………………………159錄二：訪談日記範本………………………………………………163錄三：訪談同意書範本……………………………………………165錄四：正式訪談稿登錄表…………………………………………167application/pdf1071334 bytesapplication/pdfen-US爭寵差序領導不公平知覺自我擴張競爭衝突Zheng Chong(compete for appreciation)Cha xu ge ju(差序格局)Differential Leadershipinequityself-expansioncompetitionconflict.http://ntur.lib.ntu.edu.tw/bitstream/246246/178753/1/ntu-98-R96227110-1.pdf