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日期： 2022年11月25日
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摘要
人类社会已经步入知识经济时代，人才成为企业发展的核心竞争力。企业越来越注
重培养和留住人才，而员工也越来越关注在组织内的职业成长，因而职业成长已成为企
业和专家学者们关注的新焦点。综合已有的关于职业成长的研究成果，多是从个体特征
和工作情境以及两者相互作用层面展开的，而关于不同领导类型对职业成长影响的研究
却少之又少。鉴于在中国情境下家长式领导广泛存在于各级企业组织中，研究家长式领
导对职业成长的影响及其边界条件就具有一定的理论意义和实践价值。
通过对相关文献的梳理和研究，本研究以社会学习理论和社会交换理论为基础，从
员工的视角来探究家长式领导对员工职业成长的影响，以及领导-成员交换关系质量在
这两者之间的调节作用,并据此提出了本研究的研究假设和理论模型。本研究三个变量
都选用成熟的量表，分别从家长式领导的三个维度、职业成长的四个维度和领导-成员
交换单维度来进行测量。在设计调查问卷的过程中，另外加入了六个控制变量，以保证
研究的科学性。通过在线问卷填答的形式，搜集到来自全国 15 个省市不同行业的 312
份有效样本数据，然后进行相关性分析、信效度分析以及回归分析等方法证实和检验了
研究假设。
最终，本研究得到研究结论：一是不同个体特征尤其是性别、年龄和学历在对家长
式领导行为和领导-成员交换感知上存在一定的差异性，年龄越大、学历越高的员工在
与领导的互动感受上越弱；二是家长式领导中的仁慈领导和德行领导显著正向影响员工
的职业成长，威权领导对员工职业成长的作用不显著；三是领导-成员交换在仁慈领导、
德行领导与员工职业成长之间起到正向的调节作用，领导-成员交换关系质量越高，仁
慈领导和德行领导越能正向影响员工的职业成长，领导-成员交换质量在威权领导与员
工职业成长之间不具有显著的调节作用。
根据分析结果，本研究还从多个角度对如何促进员工的职业成长提出了建设性的意
见和建议。
关键词：仁慈领导；德行领导；威权领导；员工职业成长；领导-成员交换
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Abstract
In the era of knowledge economy, talents have become the core competitiveness of
enterprise development. Enterprises are paying more and more attention to the cultivation of
talents and how to retain talents, in the meantime, employees are also concerned about their
career growth within the organization. Personal career growth has become a new focus of
attention of enterprises and scholars. To summarize the existing research results on career
growth, mostare carriedout fromthe perspectiveof individualcharacteristics, work
environment and their interaction, but there are few studies on the impact of different leadership
types on personal career growth. In view of the prevalence of paternalistic leadership in all
levels of enterprises in China, it is of great theoretical and practical value to study the impact
of paternalistic leadership on personal career growth and its boundary conditions.
Based on social learning theory and social exchange theory, this study explores the influence of
paternalistic leadership--benevolent leadership, moral Leadership and authoritarian leadership on
employees' career growth from the perspective of employees.Andthe moderating effect of the quality
ofleader-memberexchangerelationshipbetweenpaternalisticleadershipandemployeecareergrowth.
So the research hypothesis and theoretical model of this study are proposed. In this study, three
variables are measured with maturity scales, respectively from the three dimensions of paternalistic
leadership, four dimensions of career growth and the single dimension of leader-member exchange.
In the process of designing the questionnaire, another six control variables were added to ensure the
scientific research. Through the form of online questionnaire, 312 valid sample data from 15
provinces and cities in different industries were collected, and then professional data statistical
software was used for correlation analysis, reliability and validity analysis, regression analysis and
other methods to confirm and test the research hypothesis.
Finally,thisstudydrawsthefollowingconclusions:First,differentindividual
characteristics, especially gender, age and educational background, have certain differences in
the perception of paternalistic leadership behavior and leader-member exchange. The older the
person is, the higher the educational background is, the weaker the perception of the interaction
between him andthe leader. Second, benevolentand moral Leadership in paternalistic
leadership have significant positive effects on employees' career growth, while authoritarian
leadership has no significanteffect on employees' career growth. Third, leader-member
exchange plays a positive moderating role between benevolent leadership, moral Leadership
and employee career growth. The quality of leader-member exchange relationship is higher, so
the more benevolent leadership and moral Leadership have a positive effect on employee career
growth. The quality of leader-member exchange has no significant moderating role between
authoritarian leadership and employee career growth. According to the analysis results, this
study also puts forward constructive suggestions on how to promote the career growth of
employees from multiple perspectives.
Key words: Benevolent Leadership；Moral Leadership；Authoritarian Leadership；Employee’
Career Growth；Leader-Member Exchange
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