Based on the analysis of the Confucian culture about“five constant virtues”, this paper discusses multidimensional structure of affective leadership (AL), compiles&examines the scale of AL through several studies, and empirically investigates the effects of AL on subordinates’ turnover intentions and voice behavior. Study one firstly develops a formal scale by interviews, open-ended questionnaires and so on. The AL scale is revised and tested by a series of analyses, e.g., exploratory factor analysis, confirmatory factor analysis and correlation analysis. The results show that AL consists of two dimensions, i.e., affective concern and emotion management, and the scale has sound reliability and validity. Based on a two-wave-time sample containing 143 participants, study two compares the associations and differences of AL with other three types of leadership, namely participative, instrumental and supportive leadership, and the effects of affective leadership on subordinates’ turnover intentions and voice behavior. It confirms that AL can be remarkably distinguished from participative, instrumental and supportive leadership;AL is negatively related to subordinates’ turnover intentions, is positively related to voice behavior and accounts for incremental validity on turnover intentions and voice behavior when controlling participative, instrumental and supportive leadership separately.%本研究基于儒家“五常”文化探讨了情感型领导的多维结构，并通过多项研究编制和检验了情感型领导量表，考察了情感型领导对部属的离职倾向和建言行为的影响。研究一通过访谈、开放式问卷等步骤编制了正式量表，基于两个样本（N=192，166）通过探索性因素分析、验证性因素分析、相关分析等方法对量表进行了修订和效度信度检验。结果表明，情感型领导包含情感关怀和情绪管理这两个维度，所开发量表具有良好的信度和效度。研究二基于两波次143名参与者样本，比较了情感型领导与参与型、工具型及支持型领导的关联与差异，以及情感型领导对员工离职倾向和建言行为的影响。结果表明，情感型领导与这三种领导类型能够显著区分开来，情感型领导与部属的离职倾向负相关，与建言行为正相关，并且在分别控制了参与型、工具型和支持型领导时对离职倾向和建言行为的方差具有增值解释作用。
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