華人差序式領導概念源自於人治主義極為濃厚的華人傳統社會脈絡，極易在企業組織人際互動間形成。由於處在權力距離較大的環境中，領導者擁有崇高地位並且掌握資源分配權力，為發揮有限資源與時間的最大效能，會將部屬關係區分為自己人與外人，以獎勵自己人的投入與付出，也激勵外人努力改變與成長的領導風格，是一種看似不甚公平，但卻能增進團隊整體效能與回應團隊個別成員表現的領導行為。運動團隊就如同企業組織行為，教練與選手間互動情形，似乎亦存在有類似的差序式領導風格，例如在團隊中所謂「愛徒」的暱稱，就某種程度而言，亦如同於組織間的親信關係，因而在訓練、比賽或日常生活中受到差別對待，進而對團隊效能產生影響。本文擬先描述差序式領導之基本概念及公平知覺與權力距離的作用，再探討運動團隊情境中教練差序式領導行為對領導效能的影響，以供日後相關學理驗證與實務領導運動團隊之參考。

Under a culture context with high levels of personalism, differential leadership is regarded as a familiar leadership style in Chinese organizations. A differential leader, in a high power distance context, utilizes limited time and resources by assigning critical and emergent tasks to in-group members while allocating routine and supportive tasks to out-group members in order to favor those in-groups and inspire those out-groups. Consequently, differential leadership is believed to be fair and effective in Chinese context. The concept of differential treatments is also prevailing in sports teams. However, little is known about how differential leadership is performed in sports contexts. Thus, this article will discuss the theoretical foundation of differential leadership and power distance. We further propose the relationship between differential leadership of the coach and player performance in sports teams.