:::

詳目顯示

回上一頁
題名:倫理領導與多構面組織公民行為:探討自我效能、尊重與LMX等中介效果
作者:羅凱文
作者(外文):Lo, Kai-Wen
校院名稱:國立交通大學
系所名稱:經營管理研究所
指導教授:楊千
學位類別:博士
出版日期:2015
主題關鍵詞:倫理領導組織公民行為自我效能尊重領導者與屬員交換關係Ethical LadershipOrganizational Ctizenship behaviorSelf-EficacyRespectLeader-Mmber Echange
原始連結:連回原系統網址new window
相關次數:
  • 被引用次數被引用次數:期刊(0) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:0
  • 共同引用共同引用:0
  • 點閱點閱:1
本研究目的在於檢驗倫理領導(ethical leadership)與多構面組織公民行為(multidimensional organizational citizenship behaviors, OCBs)之間的關係,特別是指向組織型的組織公民行為(organization-targeted OCBs, OCBO)及指向同事型的組織公民行為(individual-targeted OCBs, OCBI)。此外,本研究也探討倫理領導與多構面組織公民行為(包含OCBO與OCBI)之間關係所存在的多重中介因子,如自我效能(self-efficacy)、尊重(respect)及領導者與屬員交換關係(leader-member exchange, LMX)。本研究運用階層線性模型(hierarchical linear model, HLM),搜集台灣145間民間企業及公司,總計達656組成對的主管-部屬的問卷資料進行分析。分析結果發現不論是倫理領導與指向組織型的組織公民行為的關係,或者是倫理領導與指向同事型的組織公民行為的關係,尊重及領導者與屬員交換關係皆具有顯著的中介效果。本研究亦針對研究結果來探討相關理論、管理意涵,以及未來研究方向。
This study examined the relationship between ethical leadership and multidimensional organizational citizenship behaviors (OCBs), specifically organization-targeted OCBs (OCBO) and individual-targeted OCBs (OCBI). In addition, the study examined the multiple mediating effects of self-efficacy, respect, and leader-member exchange (LMX) on the relationship between ethical leadership and OCBO, as well as the relationship between ethical leadership and OCBI. Through the application of a hierarchical linear model, an analysis of the results from 656 dyadic supervisor- subordinate data from 145 business units in Taiwan showed that both respect and LMX significantly mediated the ethical leadership-OCBO and -OCBI relationships. The implications of these results for theory and practice and directions for future research are also discussed.
Anderson, J. C., &; Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
Aryee, S., Walumbwa, F. O., Zhou, Q., &; Hartnell, C. A. (2012). Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes. Human Performance, 25(1), 1-25.
Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191-215.
Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice Hall.
Bandura, A. (1997). Self-efficacy: The exercise of control. New York, NY: Freeman.
Bauer, T. N., &; Green, S. G. (1996). Development of a leader-member exchange: A longitudinal test. Academy of Management Journal, 39(6), 1538-1567.
Blader, S. L., &; Tyler, T. R. (2009). Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94(2), 445-464.
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. K. S. W. J. Kozlowski (Ed.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 349-381). San Francisco, CA, US: Jossey-Bass.
Bliese, P. D., &; Halverson, R. R. (1998). Group Size and Measures of Group-Level Properties: An Examination of Eta-Squared and ICC Values. Journal of Management, 24(2), 157-172.
Bliese, P. D., Halverson, R. R., &; Schriesheim, C. A. (2002). Benchmarking multilevel methods in leadership: The articles, the model, and the data set. The Leadership Quarterly, 13(1), 3-14.
Borman, W. C., &; Motowidlo, S. M. (1993). Expanding the criterion domain to include elements of contextual performance. In N.Schmitt &; W. C. Borman (Eds.), Personnel selection in organizations. San Francisco, CA: Jossey-Bass.
Brislin, R. W. (1980). Translation and content analysis of oral and written material. In H. C. Triandis &; J. W. Berry (Eds.), Handbook of cross-cultural psychology (Vol. 1, pp. 389-111). Boston, MA: Allyn &; Bacon.
Brown, M. E., Treviño, L. K., &; Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
Burton, J. P., Sablynski, C. J., &; Sekiguchi, T. (2008a). Linking Justice, Performance, and Citizenship via Leader-Member Exchange. Journal of Business and Psychology, 23(1), 51-61.
Burton, J. P., Sablynski, C. J., &; Sekiguchi, T. (2008b). Linking justice, performance, and citizenship via leader–member exchange. Journal of Business and Psychology, 23(1-2), 51-61.
Campbell-Sills, L., Barlow, D. H., Brown, T. A., &; Hofmann, S. G. (2006). Effects of suppression and acceptance on emotional responses of individuals with anxiety and mood disorders. Behaviour Research &; Therapy, 44(9), 1251-1263.
Ciulla, J. B. (2004). Ethics, the heart of leadership. Westport, CT: Praeger.
Cole, M. S., Schaninger, W. S., &; Harris, S. G. (2002). The workplace social exchange network a multilevel, conceptual examination. Group &; Organization Management, 27(1), 142-167.
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386-400.
Conger, J. A., &; Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471-482.
De Hoogh, A. H., &; Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. The Leadership Quarterly, 19(3), 297-311.
Den Hartog, D. N., &; De Hoogh, A. H. (2009). Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective. European Journal of Work and Organizational Psychology, 18(2), 199-230.
Eisenbeiss, S. A. (2012). Re-thinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly, 23(5), 791-808.
Evans, W. R., &; Davis, W. (2014). Corporate Citizenship and the Employee: An Organizational Identification Perspective. Human Performance, 27(2), 129-146.
Fornell, C., &; Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.
Fuller, J. B., Hester, K., Barnett, T., Frey, L., Relyea, C., &; Beu, D. (2006). Perceived external prestige and internal respect: New insights into the organizational identification process. Human Relations, 59(6), 815-846.
Gecas, V. (1982). The self-concept. Annual review of sociology, 1-33.
George, J. M. (1990). Personality, affect, and behavior in groups. Journal of Applied Psychology, 75(2), 107-116.
Graen, G. B., &; Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175-208.
Graen, G. B., &; Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247.
Hansen, S. D., Alge, B. J., Brown, M. E., Jackson, C. L., &; Dunford, B. B. (2013). Ethical leadership: Assessing the value of a multifoci social exchange perspective. Journal of Business Ethics, 115(3), 435-449.
Huo, Y. J., Binning, K. R., &; Molina, L. E. (2010). Testing an integrative model of respect: Implications for social engagement and well-being. Personality and Social Psychology Bulletin, 36(2), 200-212.
James, L. R., Demaree, R. G., &; Wolf, G. (1993). rwg : An assessment of within-group interrater agreement. Journal of Applied Psychology, 78(2), 306-309.
Jiao, C., Richards, D. A., &; Zhang, K. (2011). Leadership and organizational citizenship behavior: OCB-specific meanings as mediators. Journal of Business and Psychology, 26(1), 11-25.
Kacmar, K. M., Andrews, M. C., Harris, K. J., &; Tepper, B. J. (2013). Ethical leadership and subordinate outcomes: The mediating role of organizational politics and the moderating role of political skill. Journal of Business Ethics, 115(1), 33-44.
Kacmar, K. M., Bachrach, D. G., Harris, K. J., &; Zivnuska, S. (2011). Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organizational politics. Journal of Applied Psychology, 96(3), 633-642.
Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., &; Rosenthal, R. A. (1964). Organizational stress: Studies in role conflict and ambiguity. New York, NY: Wiley.
Kalshoven, K., &; Boon, C. T. (2012). Ethical leadership, employee well-being, and helping. Journal of Personnel Psychology, 11(1), 60-68.
Kenny, D. A., Kashy, D. A., &; Bolger, N. (1998). Data analysis in social psychology. In D. T. Gilbert, S. T. Fiske &; G. Lindzey (Eds.), The handbook of social psychology, Vols. 1 and 2 (4th ed.) (pp. 233-265). New York, NY: McGraw-Hill.
Kidder, D. L. (2002). The influence of gender on the performance of organizational citizenship behaviors. Journal of Management, 28(5), 629-648.
Kozlowski, S. W. J., &; Klein, K. J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. In K. J. K. S. W. J. Kozlowski (Ed.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 3-90). San Francisco, CA: Jossey-Bass.
Lee, K., &; Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87(1), 131-142.
Levinson, H. (1965). Reciprocation: The relationship between man and organization. Administrative Science Quarterly, 9(4), 370-390.
Mayer, D. M., Aquino, K., Greenbaum, R. L., &; Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151-171.
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., &; Salvador, R. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1-13.
McAllister, D. J., Kamdar, D., Morrison, E. W., &; Turban, D. B. (2007). Disentangling role perceptions: How perceived role breadth, discretion, instrumentality, and efficacy relate to helping and taking charge. Journal of Applied Psychology, 92(5), 1200-1211.
Morrison, E. W., &; Phelps, C. C. (1999). Taking charge at work: Extrarole efforts to initiate workplace change. Academy of Management Journal, 42(4), 403-419.
Organ, D. W. (1997). Organizational citizenship behavior: It's construct clean-up time. Human Performance, 10(2), 85-97.
Piccolo, R. F., Greenbaum, R., Hartog, D. N. d., &; Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2-3), 259-278.
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., &; Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
Podsakoff, P. M., MacKenzie, S. B., &; Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539-569.
Preacher, K. J., &; Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, Instruments, &; Computers, 36(4), 717-731.
Preacher, K. J., &; Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879-891.
Resick, C. J., Hargis, M. B., Shao, P., &; Dust, S. B. (2013). Ethical leadership, moral equity judgments, and discretionary workplace behavior. Human Relations, 0018726713481633.
Richardson, H. A., &; Vandenberg, R. J. (2005). Integrating managerial perceptions and transformational leadership into a work-unit level model of employee involvement. Journal of Organizational Behavior, 26(5), 561-589.
Salanova, M., Lorente, L., Chambel, M. J., &; Martínez, I. M. (2011). Linking transformational leadership to nurses’ extra-role performance: the mediating role of self-efficacy and work engagement. Journal of Advanced Nursing, 67(10), 2256-2266.
Scandura, T. A., &; Graen, G. B. (1984). Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69(3), 428-436.
Schein, E. H. (1992). Organizational culture and leadership (2 ed.). San Francisco, CA: Jossey-Bass.
Sears, G. J., &; Hackett, R. D. (2011). The influence of role definition and affect in LMX: A process perspective on the personality–LMX relationship. Journal of Occupational and Organizational Psychology, 84(3), 544-564.
Smith, C., Organ, D. W., &; Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653.
Sommer, K. L., &; Kulkarni, M. (2012). Does constructive performance feedback improve citizenship intentions and job satisfaction? The roles of perceived opportunities for advancement, respect, and mood. Human Resource Development Quarterly, 23(2), 177-201.
Sousa, C. M. P., Coelho, F., &; Guillamon-Saorin, E. (2012). Personal values, autonomy, and self-efficacy: Evidence from frontline service employees. International Journal of Selection and Assessment, 20(2), 159-170.
Spreitzer, G. M. (1995). Psychological, empowerment in the workplace: Dimensions, measurement and validation. Academy of Management Journal, 38(5), 1442-1465.
Tajfel, H., &; Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin &; S. Worchel (Eds.), The Social Psychology of Intergroup Relations (pp. 33-47). Monterey, CA: Brooks/Cole.
Tepper, B. J., Lockhart, D., &; Hoobler, J. (2001). Justice, citizenship, and role definition effects. Journal of Applied Psychology, 86(4), 789.
Tracey, J. B., &; Tews, M. J. (2005). Construct validity of a general training climate scale. Organizational Research Methods, 8(4), 353-374.
Tyler, T. R. (1999). Why people cooperate with organizations: An identity-based perspective. In R. I. Sutton &; B. M. Staw (Eds.), Research in Organizational Behavior (Vol. 21, pp. 201-246). Greenwich, CT: JAI Press.
Tyler, T. R., &; Blader, S. L. (2000). Cooperation in groups: Procedural justice, social identity, and behavioral engagement. Philadelphia, PA: Psychology Press.
Tyler, T. R., &; Blader, S. L. (2002). Autonomous vs. comparative status: Must we be better than others to feel good about ourselves? Organizational Behavior and Human Decision Processes, 89(1), 813-838.
Tyler, T. R., &; Blader, S. L. (2003). The group engagement model: Procedural justice, social identity, and cooperative behavior. Personality and Social Psychology Review, 7(4), 349-361.
Tyler, T. R., &; Lind, E. A. (1992). A relational model of authority in groups. In M. Zanna (Ed.), Advances in experimental social psychology (Vol. 25, pp. 115-191). New York, NY: Academic Press.
van Knippenberg, D., van Knippenberg, B., De Cremer, D., &; Hogg, M. A. (2004). Leadership, self, and identity: A review and research agenda. The Leadership Quarterly, 15(6), 825-856.
Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., &; Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115(2), 204-213.
Walumbwa, F. O., &; Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275-1286.
Walumbwa, F. O., Wu, C., &; Orwa, B. (2008). Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. The Leadership Quarterly, 19(3), 251-265.
Wayne, S. J., &; Green, S. A. (1993). The effects of leader-member exchange on employee citizenship and impression management behavior. Human Relations, 46(12), 1431-1440.
Weaver, G. R., Trevino, L. K., &; Cochran, P. L. (1999). Corporate ethics programs as control systems: Influences of executive commitment and environmental factors. Academy of Management Journal, 42(1), 41-57.
Williams, L. J., &; Anderson, S. E. (1991). Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors. Journal of Management, 17(3), 601.
Williams, L. J., Gavin, M. B., &; Williams, M. L. (1996). Measurement and nonmeasurement processes with negative affectivity and employee attitudes. Journal of Applied Psychology, 81(1), 88.
Zhang, X., Walumbwa, F. O., Aryee, S., &; Chen, Z. X. G. (2013). Ethical leadership, employee citizenship and work withdrawal behaviors: Examining mediating and moderating processes. The Leadership Quarterly, 24(1), 284-297.

 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top