:::

詳目顯示

回上一頁
題名:領導者部屬交換品質影響製造業主管領導行為與員工績效之關係研究-以心理契約為中介變項
作者:林致瑋
作者(外文):Chih-Wei Lin
校院名稱:國立彰化師範大學
系所名稱:工業教育與技術學系
指導教授:梁滄郎
學位類別:博士
出版日期:2011
主題關鍵詞:中小企業領導者-部屬交換品質轉化領導交易領導心理契約員工績效Small and Medium-sizedLMXtransformational leadershiptransactional leadershippsychogical contractemployee performance
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:100
本研究旨在探討中小製造業轉化領導、交易領導、心理契約與員工績效的關係,探討不同程度的領導者-部屬交換品質影響上述變項間的關係。為達成研究目的,本研究採質量並行的方式進行,透過中小製造業中、高階主管的訪談,瞭解變項的本土化內涵,再採隨機抽樣,針對中小製造業員工,進行問卷調查,以確立變項關係。本研究發出1,200份問卷,回收414份有效問卷,有效回收率百分之34.5。最後,本研究以獨立樣本t檢定與結構方程模式,驗證本研究所提出之各項假設。經上述過程,本研究獲致結論為:一、中小企業主管領導行為對心理契約、心理契約對員工績效有顯著正向影響,二、其中心理契約在領導行為與員工績效間存在中介效果,三、而不同程度的領導者-交換品質影響領導行為與心理契約之間的關係。
The purpose of this study was researching the relationships among transformational leadership, transactional leadership, psychogical contract, and employee performance in Small and Medium-sized manufacturing industries. In addition, this study explored the relationships on the above-mentioned variables in Small and Medium-sized manufacturing industries on different level leader-memder exchange quality. In order to accomplish the purpose, qualitative and quantitative methods were be utilized. By means of interviewing the middle and senior managers of Small and Medium-sized firms, this study found out the localized content of variables. Then, it investigated a random sampling of formal employees of Small and Medium-sized manufacturing industries to affirm the relationships among variables. Moreover, the questionnaires of this study dispatched to 1200 formal employees who work in Small and Medium-sized manufacturing industries. The number of questionnaires collected validly back was 414, and the response rate is 34.5%. Finally, independent-sample t-test and structural equation modeling were used to affirm hypotheses of this study. Via the foregoing procedure, this study’s conclusion is as followed: 1. Leadership behaviors has a significant positive influence on psychogical contract and employee performance. And, psychogical have a significant positive influence on employee performance. 2 Psychogical contract perform the mediating role in the relationship between leadership behaviors and employee performance. 3. The relationship between leadership behaviors and psychogical contract in Small and Medium-sized manufacturing industries effects by the different level of LMX quality.
中文部分

中華民國全國工業總會(2011)。台灣產業全名錄。2011年4月5日,取自
http://www1.industry.net.tw/

吳明隆(2007)。結構方程模式AMOS的操作與應用。台北:五南。

陳順宇(2007)。結構方成模式-Amos操作。台北:心理出版社。

經濟部(2010)。製造業的界定。2011年2月10日,取自http://www.moeasmea.gov.tw/Data_Service/Sub_Reserch/chapter-21.asp

經濟部中小企業處(2000)。中小企業的界定。2011年2月15日,取自http://www.moeasmea.gov.tw/Data_Service/Sub_Reserch/chapter-21.asp

英文部份

Antonakis, J., & House, R. J. (2002). The full-range leadership theory: The way forward, in transformational and charismatic leadership: The Road Ahead. In B.J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (pp. 3-33). Greenwich, CT and London: JAI Press.

Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly, 14(3), 261-295.

Atwater, L. E., Camobreco, J. F., Dionne, S. D., Avolio, B. J., & Lau, A. N. (1997). Effects of rewards and punishments on leader effectiveness and follower reactions. Leadership Quarterly, 8(2), 133-152.

Avolio, B. J., & Bass, B. M. (2004). MLQ – Multifactor leadership questionnaire. Redwood City, CA: Mindgarden.

Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Reexamining the components of transformational and transactional leadership nursing the multifactor leadership questionnaire. Journal of Occupational and Organizational Psychology, 72(4), 441-462.

Avolio, B. J., Waldman, D.A., & Yammarino, F. J. (1991). Leading in the 1990s: The four is of transformational leadership. Journal of European Industrial Training, 15(4), 9-16.

Avolio, B. J., Zhu, W., & Koh, W. (2004) Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior. 25(8), 951–968

Bal, P. M., Chiaburu, D. S.,&Jansen, G.W.(2010). Psychological contract breach and work performance; Is social exchange a buffer or an intensifier? Journal of Managerial Psychology, 25(3), 252-274.

Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81(6), 827-832.

Bass, B. M. (1985). Leadership and performance beyond expectations. NY: Free Press.

Bass, B. M. (1998). Transformational leadership: Industry, military, and educational impact. Mahwah, NJ: Lawrence Erlbaum.

Bass, B. M. (1999). On the taming of charisma: A reply to janice beyer. Leadership Quarterly, 10(4), 541-553.

Bass, B. M. (2003). Face to face – power to change: A conversation with Bernard M. Bass. Leadership in Action, 23, 9-11.

Bass, B. M., & Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team, and organizational development. Research in organizational change and development, 4, 231-272.

Bass, B. M., & Avolio, B. J. (2000). MLQ multifactor leadership questionnaire technical report. Redwood City, CA: Mindgarden.

Bass, B. M., & Riggio R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum.

Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207-218.

Bass, B. M., Waldman, D. A., Avolio, B. J., & Bebb, M. (1987). Transformational leadership and the falling dominoes effect. Group & Organization Management, 12, 73-87.

Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier. The relationship between affect and employee citizenship. Academy of Management Journal, 26(4), 587-595.

Bauer, T. N., & Green, S. G. (1996). Development of leader–member exchange: A longitudinal test. Academy of Management Journal, 39(6), 1538-1567.new window

Blau, P. (1964). Exchange and power in social life. NY: John Wiley and Sons.

Bolino, M., Turnley, W., & Bloodgood, J. (2002). Citizenship behavior and the creation of social capital in organizations. Academy of Management Review, 27(4), 505-522.

Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp.71-98). San Francisco: Jossey-Bass.

Borman, W.C., & Motowidlo, S. (1997). Task Performance and Contextual Performance: The meaning for personnel selection research. Human Performance, 10, 99-109.

Brower, H. H., Schoorman, F. D., & Tan, H. H. (2000). A model of relational leadership: The integration of trust and leader–member exchange. Leadership Quarterly, 11(2), 227-250.

Brown, S. P. & Peterson R. A. (1993). Antecedents and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects. Journal of Marketing Research, 30, 63-77.

Burns, J. M. (1978). Leadership. NY: Harper & Row.

Burton, J. P., Sablynski, C. J., & Sekiguchi, T. (2008). Linking justice, performance, and citizenship via leader-member exchange. Journal of Business and Psychology, 23, 51-61.

Chang, J. J., & Chiou, J. I. (2005). Structuer and factor that influence psychological contracts of teachers in primary and secondary schools of guang province. Education Research, 26(4), 48-56.

Charbonneau, D., Barling, J., & Kelloway, K. E. (2001). Transformational leadership and sports performance: The mediating role of intrinsic motivation. Journal of Applied Social Psychology, 31(7), 1521-1534.

Chen, Z., Lam, W., & Zhong, J. A. (2007). Leader–member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal of Applied Psychology, 92(1), 202-212.

Chrobot-Mason, D. (2003). Keeping the promise: Psychological contract violations for minority employees. Journal of Managerial Psychology, 18, 22-55.

Conway, N., & Briner, R. B. (2005). Understanding psychological contracts at work: A critical evaluation of theory and research. Oxford University Press.

Coyle-Shapiro, J. A., & Conway, N. (2005). Exchange relationships: Examining psychological contracts and perceived organizational support. Journal of Applied Psychology, 90(4), 774-781.

Coyle-Shapiro, J., & Kessler, I. (2000). Consequences of the psychological contract for the employment relationship: A large scale survey. Journal of Management Studies, 37(7), 903-930.

Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900.

Cropanzano, R., Prehar, C. A., & Chen, P. Y. (2002). Using social exchange theory to distinguish procedural from interactional justice. Group and Organization Management, 27(3), 324-351.

Dansereau, F. (1995). A dyadic approach to leadership: Creating and nurturing this approach under fire. Leadership Quarterly, 6(4), 479-490.

Dansereau, F., Graen, G. B., & Haga, W. J. (1975). A vertical dyad approach to leadership within formal organizations. Organizational Behavior and Human Performance, 13, 46-78.

Den Hartog, D. N., Van Muien, J. J., & Koopman, P. L. (1997). Transactional versus transformational leadership: Analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70, 19-34.

Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11(3), 618-634.

Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2002). A meta analyses of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In B. J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (pp. 35-66). Oxford, UK: JA/Elsevier.

Dunegan, K. J., Uhl-Bien, M., & Duchon, D. (2002). LMX and subordinate performance: The moderating effects of task characteristics. Journal of Business and Psychology, 17(2), 275-285.

Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(4), 735-744.

Dyne, L. V., Kamdar, D., & Joireman, J. (2008). In-Role Perceptions Buffer the Negative Impact of Low LMX on Helping and Enhance the Positive Impact of High LMX on Voice. Journal of Applied Psychology, 93(6), 1195-1207.

Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 71(1), 51-59.

Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565-573.

Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader–member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659-676.

Erdogan, B., Kraimer, M. L., & Liden, R. (2004). Work value congruence and intrinsic career success: The compensatory roles of leader–member exchange and perceived organizational support. Personnel Psychology, 57(2), 305-332.

Farh, J. L., Earley, P. C., & Lin, S. (1997). Impetus for extraordinary action: A cultural analysis of justice and extra-role behavior in Chinese society. Administrative Science Quarterly, 42(3), 421-444.

Feldman, D. (1990). Reconceptualizing the nature and consequences of part-time work. Academy of Management Review, 15(1), 103-112.

Gakovik, A., & Tetrick, L. (2003). Perceived organizational support and work status: A comparison of the employment relationships of part-time and full-time employees attending university classes. Journal of Organizational Behavior, 24(5), 649-666.

Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827-844.

Goodwin, V. L., Wofford, J. C., & Whittington, J. L. (2001). A theoretical and empirical extension to the transformational leadership construct. Journal of Organizational Behavior, 22(7), 759-774.

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. Leadership Quarterly, 6(2), 219-247.

Graen, G. B. (2004). New frontiers of leadership, LMX leadership: The series. Greenwich. CT: Information Age Publishing.

Greguras, G. J. & Ford, J. M. (2006). An examination of the multidimensionality of supervisor and subordinate perceptions of leader–member exchange. Journal of Occupational and Organizational Psychology, 79(3), 433-465.

Grimmer, M., & Oddy, M. (2007). Violation of the psychological contract: The mediating effect of relational versus transactional beliefs. Australian Journal of Management, 32(1), 153-174.

Guest, D. E. (2004). The psychology of the employment relationship: An analysis based on the psychological contract. Applied Psychology: An International Review, 5(4), 541-555.

Guest, D. E., & Conway, N. (2002). Communicating the psychological contract: An employer perspective. Human Resource Management Journal, 12(2), 22-39.

Hadikin, R., & O'Driscoll, M. (2000). The bullying culture: Cause, effect, harm reduction. Melbourne: Books for Midwives.

Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009). Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance. Leadership Quarterly, 20(3), 371-382.

Hofmann, D. A., & Jones, L. M. (2005). Leadership, collective personality, and performance. Journal of Applied Psychology, 90(3), 509-522.

Hofmann, D. A., Morgeson, F. P., & Gerras, S. J. (2003). Climate as a moderator of the relationship between leader-member exchange and content specific citizenship: Safety climate as an exemplar. Journal of Applied Psychology, 88(1), 170-178.

Holtom, B. C., Lee, T. W., & Tidd, S. T. (2002). The relationship between work status congruence and work-related attitudes and behaviors. Journal of Applied Psychology, 87(5), 903-915.

House, R. J., Spangler, W.D., & Woycke, J.(1991). Personality and charisma in the US presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly, 36(3), 364-396.

Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: key predictors of consolidated business unit performance. Journal of Applied Psychology, 78(6), 891-902.

Howell, J. M., Neufeld, D. J., & Avolio, B. J. (2005).Examining the relationship of leadership and physical distance with business unit performance . Leadership Quarterly 16(2), 273–285.

Howell, J. N., & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader–member exchange, transformational leadership and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84(5), 680-694.

Hui, C., Law, K. S., & Chen, Z. X. (1999). A structural equation model of the effects of negative affectivity, leader–member exchange, and perceived job mobility on in-role and extra-role performance: A Chinese case. Organizational Behavior and Human Decision Processes, 77(1), 3-21.

Hui, C., Lee, C., & Rousseau, D. M. (2004). Psychological contract and organizational citizenship behavior in China: Investigating generalizability and instrumentality. Journal of Applied Psychology, 89(2), 311-321.

Ilies, R., Nahrgang, J., & Morgeson, F. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92(1), 269-277.

Johnson, J. L., & O’Leary Kelly, A. M. (2003) .The effects of psychological contract breach and organizational cynicism: Not all social exchange violations are created equal. Journal of Organizational Behavior, 24(5), 627-647.

Johnson, S. K., Holladay, C. L., & Quinone, A. M. (2009). Organizational citizenship behavior in performance evaluations: Distributive justice or injustice? Journal of Business and Psychology, 24(4), 409-418.

Judge, T. A., & Bono, J. E. (2000). Five factor model of personality and transformational leadership. Journal of Applied Psychology, 85(5), 751-765.

Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768.new window

Judge, T. A., Thorson, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407.

Jung, D. I., & Avolio, B. J. (2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Applied Organizational Behavior, 21(8), 949-964.

Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. Leadership Quarterly, 14(4), 525-544.

Katz, D. (1964). The motivational basis of organizational behavior. Behavioral Science, 9(2), 131-133.

Kickul, J., & Lester, S. W. (2001). Broken promises: Equity sensitivity as a moderator between psychological contract breach and employee attitudes and behavior. Journal of Business and Psychology, 16(2), 191-217.

Koh, W. L., Steers, R. M., & Terborg, J. R. (1995). The effects of transformational leadership on teacher attitudes and student performance in Singapore. Journal of Organizational Behaviour, 16(4), 319-333.

Lam T., (2003). Leader-member exchange and team-member exchange: The roles of moderators in new employees socialization. Journal of Hospitality and Tourism Research, 27, 48-68.

Lambert, L. S., Edwards, J. R., & Cable, D. M. (2003). Breach and fulfillment of the psychological contract: A comparison of traditional and expanded views. Personnel Psychology, 56(4), 895-934.

Lee, H. W. (2010). The relationship between achievement, motivation, and psychological contracts. Journal of Global Business, 4(1), 9-15.

Leithwood, K., Tomlinson, D., & Genge, M. (1996). Transformational school leadership. In K. Leithwood, J. Chapman, D. Corson, P. Hallinger, & A. Hart (Eds.), International handbook of educational leadership and administration (pp. 785-840). Dordrecht, The Netherlands: Kluwer Academic Publishers.

Lemire, L. & Rouillard, C. (2005). An empirical exploration of psychological contract violation and individual behaviour: The case of Canadian civil servants in Quebec, Journal of Managerial Psychology, 20(2), 150-63.

Liden, R. C., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23(3), 451-465.

Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader–member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72.

Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader–member exchange theory: The past and potential for the future. Research in personnel and human resources management, 15, 47-120.

Liu J., & Siu, O. L.(2010) Transformational Leadership and Employee Well-Being: The Mediating Role of Trust in the Leader and Self-Efficacy.Applied psychology: an international review, 59 (3), 454–479.

Loi, R., Mao, Y., & Ngo, H. (2009). Linking Leader-Member Exchange and Employee Work Outcomes: The Mediating Role of Organizational Social and Economic Exchange. Management and Organization Review, 5(3), 401-422.

Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta analytic review of the MLQ literature. Leadership Quarterly, 7(3), 385-425.

Luksic, C. Z. (2006).Transformational leadership and commitment: A study in Bolivia. NY: Oxford Wien.

MacKenzie, S. B., Podsakoff, P. M., & Fetter, R. (1991). Organizational citizenship behavior and objective productivity as determinants of managerial evaluations of salespersons' performance. Organizational Behavior and Human Decision Processes, 50(1), 123-150.

MacKenzie, S. B., Podsakoff, P. M., & Fetter, R. (1993). The impact of organizational citizenship behavior on evaluations of salesperson performance. Journal of Marketing, 57(1), 70-81.

MacKenzie, S. B., Podsakoff, P. M., & Rich G. A. (2001). Transformational and transactional leadership and salesperson performance. Academy of Marketing Science, 29(2), 115-135.
MacNeil, I. R. (1985). Relational contract: What we do and do not know. Wisconsin Law Review, 3, 483-525.

Major, D., Kozlowski, S., & Chao, G. (1995). A longitudinal investigation of newcomer expectations, early socialization outcomes, and the moderating effects of role development factors. Journal of Applied Psychology, 80(3), 418-431.

Manzoni, J., & Barsoux, J. (2002). The set-up-to-fail syndrome: How good managers cause great people to fail. Boston: Harvard Business School Press.

Marks, A. (2001). Developing a multiple foci conceptualisation of the psychological contract. Employee Relations, 23(5), 454-467.

Martin, R., Thomas, G., Charles, K., Epitropaki, O., & McNamara, R. (2005). The role of leader–member exchanges in mediating the relationship between locus of control and work reactions. Journal of Occupational and Organizational Psychology, 78(1), 141-147

Maslyn, J. & Uhl-Bien, M. (2001). Leader–member exchange and its dimensions: effects of self-effort and others effort on relationship quality. Journal of Applied Psychology, 86(4), 697-708.

Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationship. Academy of Management Journal, 43(4), 738-748.

McColl-Kennedy, J. R., & Anderson, R. D. (2005). Subordinate–manager gender combination and perceived leadership style influence on emotions, self-esteem and organizational commitment. Journal of Business Research, 58(2), 115-125.

McShane L., & Von Glinow M. (2009). Organizational Behavior. NY:McGraw-Hill College.

Mol, S. T., Born, M. P., Willemsen, M. E., & Van der Molen, H. T. (2005). Predicting expatriate job performance for selection purposes. Journal of Cross-Cultural Psychology, 36(5), 590-620.

Morrison, E. W., & Robinson, S. L. (1997). When employees feel betrayed: A model of how psychological contract violation develops. Academy of Management Review, 22 (1), 226-256.

Murphy, K. R., & Shiarella, A. H. (1997). Implications of the multidimensional nature of job performance for the validity of selection tests: Multivariate frameworks for studying test validity. Personnel Psychology, 50(4), 823-854.new window

Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington.

Organ, D. W. (1988). Organizational Citizenship Behaviour: The Good Soldier Syndrome. Lexington, MA: Lexington Books.

Organ, D. W. (1990). The motivational base of organizational citizenship behaviour. Research in Organizational Behaviour, 12, 43-72.

Organ, D. W. (1997). Organizational citizenship behavior: It’s construct clean-up time. Human Performance, 10(2), 85-97.

Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature antecedents, and consequences. Thousand Oaks, CA: Sage.

Pillai, R., & Willaims, E. A. (2004). Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance. Journal of Organizational Change Management, 17(2), 144-159.

Podsakoff, P. M., & Mackenzie, S. B. (1989). A second generation measure of organizational citizenship behavior. Bloomington, IN: Indiana University.

Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & MacKenzie, S. B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and Human Decision Processes, 99(2), 113-142.

Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effect on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1(2), 107-142.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., &

Bachrach, D. G. (2000). Organizational citizenship behavior: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.

Podsakoff, P. M., Todor, W. D., & Skov, R. (1982). Effect of leader contingent and non-contingent reward and punishment behaviors on subordinate performance and satisfaction. Academy of Management Journal, 25(4), 810-821.

Politis J. D. (2002) Transformational and transactional leadership enabling (disabling) knowledge acquisition of self-managed team: The consequences for performance. Leadership & Organization Development, 23(4), 186-197.

Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. Leadership Quarterly, 15(3), 329-354.

Raja, U., Johns, G., & Ntalianis, F. (2004). The impact of personality on psychological contracts, Academy of Management Journal, 47(3), 350-67.

Rego, A., & Cunha, M. P. (2008). Organisational citizenship behaviours and effectiveness: An empirical study in two small insurance companies. Service Industries Journal, 28(4), 541-554.

Robinson, S. L. (1996). Trust and breach of the psychological contract. Administrative Science Quarterly, 41(4), 574-599.

Robinson, S. L., & Rousseau, D. M. (1994). Violating the psychological contract: Not the exception but the norm. Journal of Organizational Behavior, 15(3), 245-259.

Robinson, S. L., Kraatz, M. S., & Rousseau, D. M. (1994). Changing obligations and the psychological contract: A longitudinal study. Academy of Management Journal, 37(1), 137-152.

Rotundo, M., & Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87(1), 66-80.

Rousseau, D. (1990). New hire perceptions of their own and employers obligations: A study of psychological contracts. Journal of Organizational Behavior, 11(5), 389-400.

Rousseau, D. (2001). Schema, promise and mutuality: The building blocks of the psychological contract. Journal of Occupational and Organizational Psychology, 74(4), 511-541.

Rousseau, D. M. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Thousand Oaks, CA: Sage Publications.

Rousseau, D. M. (2001). Schema, promise and mutuality: The building blocks of the psychological contract. Journal of Occupational & Organizational Psychology, 74(4), 511-41.

Rousseau, D. M. (2001). The idiosyncratic deal: Flexibility versus fairness? Organizational Dynamics, 29(4), 260-73.

Rousseau, D. M. (2004). Psychological contracts in the workplace: Understanding the ties that motivate. Academy of Management Executive, 18(1), 120-127.

Rousseau, D. M., & McLean-Parks, J. (1993). The contracts of individuals and organizations. Research in Organizational Behavior, 15, 1-43.

Rynes, S. L., Gerhart, B., & Parks, L. (2005). Personnel psychology: Performance evaluation and pay for performance. Annual Review of Psychology, 56, 571-600.

Scandura, T. A. (1999). Rethinking leader-member exchange: An organizational justice perspective. Leadership Quarterly, 10(1),25-40.

Scandura, T. A., & Schriesheim, C. A. (1994). Leader-member exchange and supervisor career mentoring as complementary constructs in leadership research. Academy of Management Journal, 37(6), 1588-1602.

Scandura, T. A., Graen, G. B., & Novak, M. A. (1986). When managers decide not to decide autocratically: An investigation of leader-member exchange and decision influence. Journal of Applied Psychology, 71(4), 579-585.

Schein, E. H. (1980). Organizational Psychology. Englewood Cliffs, NJ: Prentice-Hall.

Schriesheim, C. A., Castro, S. L., & Cogliser, C. C. (1999). Leader–member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly, 10(1), 63-113.

Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. The Journal of Applied Psychology, 81(3), 219-227.

Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organizational Science, 4(4), 577-594.

Sharma, D., Borna, S., & Stearns, J. M. (2009).An investigation of the effects of corporate ethical values on employee commitment and performance: examining the moderating role of perceived fairness. Journal of Business Ethics, 89(2), 251-260.

Shore, L. M., & Barksdale, K. (1998). Examining degree of balance and level of obligation in the employment relationship: A social exchange approach. Journal of Organizational Behavior, 19, 731-744.

Shore, L. M., & Coyle-Shapiro, J. A-M. (2003). New developments in the employee-organization relationship. Journal of Organizational Behavior, 24(5), 443-450.

Sparrow, P. R. (1998). Reappraising psychological contracting. International Studies of Management & Organization, 28(1), 30-34.

Sparrow, P. R. (2000). New employee behaviours, work designs and forms of work organization: what is in store for the future of work? Journal of Managerial Psychology, 15(3), 202-218.

Sturges, J., Conway, N., Guest, D., & Liefooghe, A. (2005). Managing the career deal: The psychological contract as a framework for understanding career management, organizational commitment and work behaviour. Journal of Organizational Behavior, 26(7), 821-838.

Suazo, M. M. (2009). The mediating role of psychological contract violation on the relations between psychological contract breach and work-related attitudes and behaviors. Journal of Managerial Psychology, 24(2), 136-160.

Sutton, G., & Griffin, M. A. (2004). Integrating expectations, experiences, and psychological contract violations: A longitudinal study of new professionals. Journal of Occupational and Organizational Psychology, 77(4), 493-514.

Tekleab, A. G., & Taylor, M. S. (2003). Aren’t there two parties in an employment relationship? Antecedents and consequences of organization-employee agreement on contract obligations and violations. Journal of Organizational Behavior, 24(5), 585-608.

Tekleab, A. G., Takeuchi, R., & Taylor, M. S. (2005). Extending the chain of relationships among organizational justice, social exchange, and employee reactions: the role of contract violations. Academy of Management Journal, 48(1), 146-157.

Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-190.

Tierney, P., Farmer, S., & Graen, G. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52, 591-620.

Tompson, H. B., & Werner, J. M. (1997). The impact of role conflict/facilitation on core and discretionary behaviors: Testing a mediated model. Journal of Management, 23(4), 583-601.

Townsend, J., Phillips, J. S., & Elkins, T. J. (2000). Employee retaliation: The neglected consequence of poor leader-member exchange relations. Journal of Occupational Health Psychology, 5(4), 457−463.

Tsai, W.C., Chen, H. W., &Cheng, J. W. (2009) Employee positive moods as a mediator linking transformational leadership and employee work outcomes. The International Journal of Human Resource Management. 20(1), 206–221.

Tsui, A., & Wang, D. (2002). Employment relationships from the employers perspective: current research and future directions. International Reviewm of Industrial and Organizational Psychology, 17, 77-114.

Turner, N., Barling, J., Epitropaki, O., Butcher, V., & Milner, C. (2002). Transformational leadership and moral reasoning. Journal of Applied Psychology, 87(2), 304-311.

Turnley, W. H., & Feldman, D. C. (1998). Psychological contract violations during corporate restructuring. Human Resource Management, 37, 71-83.

Turnley, W. H., & Feldman, D. C. (2000). Re-examining the effects of psychological contract violations: unmet expectations and job dissatisfaction as mediators. Journal of Organizational Behavior, 21(1), 25-42.
Turnley, W. H., Bolino, M. C., Lester Scot.t W., &

Bloodgood, J. M. (2010). The impact of psychological contract fulfillment on the performance of in-role and organizational citizenship behaviors. Journal of Management. 29(2), 187-204.

Turnley, W. H., Bolino, M. C., Lester, S. W., & Bloodgood, J. M. (2003). The impact of psychological contract fulfillment on the performance of in-role and organizational citizenship behaviors. Journal of Management, 29(2), 187-206.

Uen, J. F., Chien, M. S., & Yen Y. F. (2009). The mediating effects of psychological contracts on the relationship between human resource systems and role behaviors: A multilevel analysis. Journal of Business and Psychology, 24(2), 215-223.

Uhl-Bien, M., & Maslyn, J. (2003). Reciprocity in manager–subordinate relationships: Components, configurations, and outcomes. Journal of Management, 29(4), 511-532.

Van Dyne, L., & Ang, S. (1998). Organizational citizenship behavior of contingent workers in Singapore. Academy of Management Journal, 41(6), 692-703.

Van Dyne, L., Cummings, L. L., & McLean Parks, J. (1995). Extra role behaviors: In pursuit of construct and definitional clarity. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior (pp. 215-285). Greenwich, GT: JAI Press.

Van Dyne, L., Graham, J. W., & Dienesch, R. M. (1994). Organizational citizenship behavior: construct redefinition, measurement, and validation. Academy of Management Journal 37(4), 765-802.

VanDyne, L. & LePine, J. A. (1998). Helping and voice extra-role behaviours: evidence of construct and predictive validity. The Academy of Management Journal, 41(1), 108-19.

Walumbwa, F. O., Avolio B. J., & Zhu, W. (2008). How transformational leadership weaves its influence on individual job performance: The role of identification and efficacy beliefs. Personnel Psychology, 61(4), 793-825.

Walumbwa, F. O.,Wu, C., & Ojode, L. A. (2004). Gender and instructional outcomes: The mediating effects of leadership styles. Journal of Management Development, 23(2), 124-140.

Wang, H., Law, K. S., & Chen, Z. X. (2008). Leader-member exchange, employee performance, and work outcomes: an empirical study in the Chinese context. The International Journal of Human Resource Management, 19(10), 1809-1824

Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420-432.

Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader–member exchange: A social exchange perspective. Academy of Management Journal, 40, 82-111.

Werner, J. M. (2000). Implications of OCB and contextual performance for human resource management. Human Resource Management Review, 10, 3-24.

Whittington1, J. L., Coker, R. H.,Goodwin, V. L., & Ickes, W.(2009). Transactional leadership revisited: Self–other agreement and its consequences. Journal of Applied Social Psychology, 39(8), 1860-1886.

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), 601-617.

Yammarino, F. J., & Bass, B. M. (1990). Long-term forecasting of transformational leadership and its effects among naval officers: Some preliminary findings. In K. E. Clark & M. B. Clark (Eds.), Measures of leadership (pp. 151-204). West Orange. NJ: Leadership Library of America.

Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10(2), 285-305.

Yukl, G., & Lepsinger, R. (2005).Why integrating the leading and managing roles is essential for organizational effectives. Organizational Dynamics, 34(4), 361-375.

 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
QR Code
QRCODE