當老闆說對不起：華人領導者道歉動機之研究

Abstract

道歉是一種意義深遠的人類互動行為，為兩造不平等的雙方提供釐清彼此差異的途徑，進而開啟對話、重建彼此尊嚴與關係，也成為近代興起的議題。任何人都有可能道歉，但如果道歉是發生在有威嚴、具楷模形象的領導者身上呢？本研究以半結構訪談法進行質性研究，搜集領導者道歉的情境案例，了解領導者道歉的動機。而本研究總結四個使領導者不排斥道歉而為之的結果，包含：大局為重、風範楷模、仁愛體恤、心胸寬闊，進而說明此四個動機如何推動、影響領導者道歉。本研究除提出四個正向意涵之外，在最後提出本研究係以領導者角度出發，未來可以對偶方式探討在不同的道歉事件中，領導者道歉對追隨者的影響及感受；此外，道歉中亦可能隱含策略或手段的成分，將可作為未來研究之方向。One of the most profound human interactions is the offering of apologies. Apologies provide processes for both unequal parties to settle and clarify their differences, thereby opening up dialogue and rebuilding mutual dignity and relationships. Also, it becomes an issue in the rise of modern times. Anyone can apologize, but what if the apology happens to a leader with a majestic and exemplary image? This study uses a semi-structured interview to conduct qualitative research, collect cases of leaders apologizing, and to understand the motivation of leaders’ apology. The study summarizes four results that make the leader not rejecting the apology, including: macro perspective, role model, benevolent heart, and flexible mind, then explains how these four motives push and influence the leaders to apologize. In addition to the four positive findings, this study concludes that the research is based on the leader's perspective that we can explore the influence and feelings of leaders' apologies on followers in different situation in the future. An apology may also imply the elements of a strategy or means that will serve as a direction for future research.