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題名:探討旅館業僕人式與威權式領導對員工建言或沉默行為之影響?兼論工作壓力源之調節效果
作者:葉俊廷
作者(外文):YEH, GIUN-TING
校院名稱:國立暨南國際大學
系所名稱:新興產業策略與發展博士學位學程
指導教授:戴有德
王銘杰
學位類別:博士
出版日期:2023
主題關鍵詞:社會交換理論僕人式領導威權式領導建言行為沉默行為挑戰性壓力源阻礙型壓力源階層線性模式social exchange theoryservant leadershipauthoritarian leadershipvoice behaviorsilence behaviorchallenge stressorshindrance stressorshierarchical linear regression
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旅館第一線的服務人員常常因為不同的領導風格而有潛藏性或欲表達的動機,造成了員工建言行為(促進型、抑制型),或是沉默行為(默許性沉默、防衛性沉默、親社會性沉默)的產生,為了檢視相關員工建言或沉默的前置變項,利用社會交換理論(social exchange theory)作為主管領導風格與員工行為的理論依據。本研究欲探討工作壓力源(挑戰性/阻礙型壓力源)對於僕人式領導/威權式領導與員工建言行為或是沉默行為之間是否扮演了調節效果的角色?本研究亦採用HLM多層次分析法比較,個體層次(Level-1)變項(僕人式領導、威權式領導、建言行為、沉默行為等四項)採用「配對抽樣法」;組織層次(Level-2)(挑戰性壓力源/阻礙型壓力源兩項調節變數)採用「便利抽樣法」。正式發放問卷數(50組,一組5個人),有效問卷為250份(100%)。研究數據指出,利用HLM的工作壓力源模型證明個體變數(僕人式領導、威權式領導)與總體變數(挑戰性壓力源、阻礙型壓力源的相互影響,影響了各變數對於依變項(建言行為、沉默行為)的解釋,以致得出不同的研究結論,同時也發現變數之間會因為組間差異的存在,造成參數估計的變動。僕人式領導的主管皆會正向影響員工的建言/沉默行為,威權式果斷領導會正向影響員工沉默行為。另外,挑戰性壓力源皆能調節威權式果斷領導與建言/沉默行為之間的關係;阻礙型壓力源能調節僕人式領導(賦能授權)、 威權式領導(獨裁領導)與建言行為之間的關係;本研究利用HLM分析進一步提出貢獻價值為僕人式領導主管特質是新進主管甄選目標以及適時提升挑戰性的工作壓力源有助於提高建言行為,作為未來研究建議。
Due to different leadership styles, front-line service staff in hotels may have hidden or expressed motives, which may result in various behaviors such as employee voice behavior (promotive, prohibitive) or silence behavior (acquiescent silence, defensive silence, prosocial silence). In order to examine the antecedents of employee voice or silence, social exchange theory is adopted as the theoretical basis for the relationship between supervisory leadership styles and employee behaviors. This study intends to explore whether job stressors (challenge/ hindrance stressors) play a moderating role in the relationship between servant / authoritarian leadership and employee voice behavior or silence behavior. This study also uses the HLM multilevel analysis method to compare. The Level-1 variables (servant leadership, authoritarian leadership, voice behavior, silence behavior) are examined using a "paired sampling method", while the Level-2 variables (two moderating variables of challenge stressors and hindrance stressors) are tested using a "convenience sampling method". The number of questionnaires officially distributed is 50 groups, with each group containing 5 individuals. The valid questionnaires collected is 250 (response rate 100%). Research data indicate that using the HLM job stressor model demonstrates the mutual influence of individual variables (servant leadership, authoritarian leadership) and overall variables (challenge stressors, hindrance stressors), which affect the interpretation of each variable on the dependent variables (voice behavior, silence behavior), leading to different research conclusions. Additionally, it is found that the presence of inter-group differences among variables can cause changes in parameter estimates. Supervisors with servant leadership will positively affect employees’ voice/silence behavior, while those with authoritarian leadership will positively affect employee silence behavior. In addition, challenge stressors can moderate the relationship between authoritarian leadership and voice/silence behavior; hindrance stressors can moderate the relationship among servant leadership (empowerment and authorization), authoritarian leadership (dictatorial leadership) and voice behavior. This study utilizes HLM analysis to further propose that the contribution value to the supervisory traits of servant leadership are the selection goals of new supervisors and the timely promotion of challenge stressors can help improve voice behavior, and as suggestions for future research.
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