:::

詳目顯示

回上一頁
題名:真誠領導提升員工績效之研究由情感與認知觀點
作者:徐啟勝
作者(外文):Chi-Sheng Hsu
校院名稱:國立臺北科技大學
系所名稱:工商管理研究所
指導教授:陳建丞
學位類別:博士
出版日期:2014
主題關鍵詞:真誠領導情感事件理論信任心情組織公民行為任務性績效authentic leadershipaffect event theorytrustmoodOCBtask 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(3) 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:3
  • 共同引用共同引用:0
  • 點閱點閱:33
現今科技變動快速,企業經營環境面臨嚴苛考驗,組織必需擁有一位真誠的領導者,他能牽動企業、社會及員工的思想。近幾年真誠領導受到廣泛的關注,但多處於概念發展階段,在真誠領導的前因、後果與條件變數的實證研究仍舊有限,尤其對於真誠領導與員工態度或績效的實證研究就更顯缺乏。本研究主要目的在於探討真誠領導的四個構面關係透明化、內化道德觀、平衡資訊處理、自我覺知是否會透過員工正向心情、對主管信任兩個中介機制,影響到員工績效。
採用實地法進行研究,以台灣地區50家企業的51位主管以及210位員工為研究對象,並以配對的方式蒐集問卷。研究結果部分支持了本研究之假設,當主管與員工坦誠相待,建立良好互動關係,員工會對主管產生信任和擁有較多的正向心情。透過主管的誠信、正直的自我覺知、關係透明化與平衡資訊理作為,使部屬對主管正向模仿而產生員工正向心情,進而培養部屬高度的信任感,塑造正向的組織氣氛,而提升員工績效。
The global environment changes rapidly, the enterprise confront many difficult things to solve. It’s necessary for organization to have an authentic leader to affect enterprise, society, and employee. Authentic leadership can help employee to be authentic, and then they are engaged in work. The mainly purpose of this field research was to explore the mediating mechanisms between Authentic leadership and employee’s job performance. Data were collected from 210employeesand 51 matched leaders participating in 50 companies in Taiwan. The results partially supported the hypotheses and indicated that employees’ trust and perceived positive moodshad mediating effect between authenticleadership and
employees’ task performance.
參考文獻
中文部分
[1]林淑姬 (1992),「薪酬公平、程序公正與組織公民行為關係之研究」,國立政治大學企業管理研究所博士論文。
[2]郭惠雅 (2002),「從事行政業務人員的工作特性、工作態度與工作績效之關係研究-以某國立大學為例」,國立成功大學企業管理學系碩士學位論文。
英文部分
[1]Arnold, H. J. & Feldman, D. C., (1981). Social Desirability Response Bias in Self-Report Choice Situations,The Academy of Management Journal, 24(2), 377-385
[2]Ashforth, B. E., & Humphrey, R. H. (1995). Emotion in the workplace a reappraisal, Human Relations, 48: 97-125.
[3]Ashkanasy, N. M., Hartel, C. E. J.,& Zerbe, W. J. ( 2000). Emotions in the workplace: Research, theory, and practice. In N. M. Ashkanasy, C. E. J. Hartel, & W. J. Zerbe(Eds.), Emotions in workplace(pp3-18). Westport, Connecticut: Quorum Books.
[4]Ashkanasy, N. M., Hartel, C. E. J. & Daus, C.S.(2002), Diversity and emotion: The New Frontiers in Organizational Behavior Research, Journal of Management, 28(3), 307-338.
[5]Ashkanasy, N. M., 2003. Emotions in organizations: A multilevel perspective. In F.Dansereau & F. J.Yammarino (Eds.), Research in multi-level issues: Multi-level issues in organizational behavior and strategy, Oxford: Elsevier Science.
[6]Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15, 801–823.
[7]Avolio, B. J., Luthans, F., & Walumba, F. O. (2004). Authentic leadership: Theory building for veritable sustained performance. Working paper: Gallup Leadership Institute, University of Nebraska-Lincoln.
[8]Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
[9]Ambrose, M. L., & Schminke, M. (2009).The role of overall justice judgments in organizational justice research:A test of mediation. Journal of Applied Psychology, 94(2), 491-500.new window
[10]Anderson, J. C. & Gerbing, D. W. (1988). Structural equation modeling in Practice: a review and recommended two step approach. Psychological Bulletin, 103, 411-423.
[11]Bagozzi, R. P. & Yi, Y. (1988). On the Evaluation of Structural Equation Models, Journal of the Academy of Marketing Science, 16(1), 74-94.
[12]Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
[13]Barsade, S. G. & Gibson, D. E. (2007). Why does affect matter in organizations? Academy of Management Perspectives, 21, 36-59.
[14]Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free.
[15]Batson, C. D., Shaw, L. L., & Oleson, K. C. (1992). Differentiating affect, mood, and emotion: Toward functionally based conceptual distinctions. In M. S. Clark (Ed.), Emotion (pp. 294-326). Newbury Park, CA: Sage.
[16]Beal, D., & Ghandour, L. (2011). Stability, change, and the stability of change in daily workplace affect. Journal of Organizational Behavior, 32, 526-546.
[17]Blau, P. (1964). Exchange and power in social life. New York: Wiley.
[18]Blies, P. D. (2000). Within-group agreement, non-independence, and reliability: implications for data aggregation and analysis. Inn K. J. Klein, & S. W. J. Kozlowski(Eds.), Multi-level theory, research and methods in organization: Foundations, extensions, and new directions, pp. 349-381. San Francisco, CA:Jossey-Bass.
[19]Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance, In N. Schmitt, W. C. Borman, & Associates, Personnel Selection in Organization, San Francisco: Jossey-Bass. 71-98.
[20]Borman, W. C. & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnal selection research, Human Performance, 10, 99-109.
[21]Brief, A. P., & Weiss, H. M. (2002). Organizational behavior: Affect in the workplace, Annual Review of Psychology, 53, 279-307.
[22]Brislin, R. W. (1980). Translation and content analysis of oral and written material, in Triandis, H. C. and Berry, J. W. (Ed.), Handbook of cross-cultural psychology, Boston: Allyn and Bacon, 389-444.
[23]Brockner, J. & Higgins, T.(2001). Regulatory focus theory: Implications for the study of emotions at work. Organizational Behavior and Human Decision Process, 86(1), 35-66.
[24]Brown, J. A. E. (2007). Effects of the leader''s exemplification and authentic leadership on emulation attempts by followers: Test of a mediated model. Humanities and Social Sciences. 68, 25-38.
[25]Casciaro, T., Carley, K. M.&Krackhardt, D. (1999). Positive affectivity and accuracy in social network perception. Motivation and Emotion, 23, 285–306.
[26]Chen, G., & Bliese, P. D. (2002). The role of different levels of leadership in predicting self- and collective efficacy: Evidence for discontinuity. Journal of Applied Psychology, 87, 549-556.
[27]Clapp-Smith, R., Vogelgesang, G. R., & Avey, J. B. (2009). Authentic Leadership and positive psychological capital: the mediating role of trust at the group level of analysis. Journal of Leadership & Organizational Studies, 15(3), 227-240.
[28]Clore, G. L., Schwarz, N. & Conway, M.(1994). Affective causes and consequences of social information processing, in Wyer, R. S. and Srull, T. K. (Ed.), Handbook of social cognition, Hillside, NJ: Lawrence Erlbaum Associates, 323–417.
[29]Conard, M. A., & Matthews, R. A. (2008). Modeling the stress process: Personality eclipses dysfunctional cognitions and workload in predicting stress. Personality & Individual Differences, 44(1), 171-181.
[30]Cooper, C., Scandura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16(3), 475-493.
[31]Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. Academy of Management Perspectives, 21(4), 34-48.
[32]Cunningham, M. R., Steinberg, J., & Grev, R. (1980). Wanting to and having to help: Separate motivations for positive mood and guilt-induced helping, Journal of Personality and Social Psychology, 38: 181-92.
[33]Dail, L. J. (2007). Determinants of follower perception of a leader’s authenticity and integrity. European Management Journal, 25(3), 195-206.
[34]Davis, M. (1983). Measuring individual differences in empathy: Evidence for a multidimensional approach. Journal of Personality and Social Psychology, 44(1), 113-126
[35]Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628.
[36]Deci, E. L., & Ryan, R. M. (2000). The “what” and ”why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11, 227-268.
[37]Einhorn, H., & Hogarth, R. (1986).Decision making under ambiguity,Journal of Business, 59(4), 225-250
[38]Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support, Journal of Applied Psychology, 86, 42-51.
[39]Erez, A., & Isen, A. M. (2002). The influence of positive affect on the components of expectancy motivation, Journal of Applied Psychology, 87, 1055-67.
[40]Erickson, R. J. (1994). Our society, our selves: Becoming authentic in an inauthentic world. Advanced Development, 6, 27-39.
[41]Farh, J. L., Earley, P. C., Lin, S. C., 1997. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese society, Administrative Science Quarterly. 42, 421-444.
[42]Fields, D. L. (2007). Determinants of follower perceptions of a leader’s authenticity and integrity. European Management Journal, 25(3), 195-206.
[43]Fineman, S. (1993). Organization as emotional arenas. In S. Fineman (Ed.), Emotion in organization (pp.9-35). Newbury Park, California: Sage.
[44]Fiske, S. T., & Taylor, S. E. (1991). Social cognition. New York7 McGraw-Hill.
[45]Fineman, S. (2000). Emotion in organization (2nd ed.). London: Sage.
[46]Forgas, J. P. (1995). Mood and judgment: The affect infusion model (AIM). Psychological Bulletin, 117(1), 39-66.
[47]Fransoo, J. C., Wouters, M. J. F., & De Kok, T. G. (2001), Multi-echelon multi-company inventory planning with limited information exchange,Journal of the Operational Research Society, 52(7), 830-838.
[48]Gaddis, B., Connelly, S., & Mumford, M. D. (2004). Failure feedback as an affective event: Influences of leader affect on subordinate attitudes and performance,The Leadership Quarterly, 15, 663-686.
[49]Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me?A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.
[50]Gardner, W. L., Fischer, D., & Hunt, J. G. (2009). Emotionallabor and leadership: A threat to authenticity? LeadershipQuarterly, 20, 466–482
[51]Garland, R. (1991). The mid-point on a rating scale: Is it desirable? Marketing Bulletin, 2, 66-70.
[52]George (2000). Emotions and Leadership : The role of Emotional Intelligence, Human Relations, 53(8), 1027-1055
[53]George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.
[54]George, J. M. (1991). State or trait: Effects of positive mood on prosocial behaviors at work, Journal of Applied Psychology, 76: 299-307.
[55]George, J. M., & Brief, A. P. (1992). Feeling good - doing good: A conceptual analysis of the mood at work-organizational spontaneity relationship, Psychological Bulletin, 112: 310-29.
[56]George, J. M., & Brief, A. P. (1996). Motivational agendas in the workplace: The effects of feelings on focus of attention and work motivation’, Research in Organizational Behavior, 18: 75-109.
[57]George, J. M. & Zhou, J.(2002). Understanding when bad moods foster creativity and good ones don’t: The role of context and clarity of feelings, Journal of Applied Psychology, 87, 687–697.
[58]Gooty, J., Connelly, S., Griffith, J., & Gupta, A. (2010). Leadership, affect and emotions: A state of the science review. The Leadership Quarterly, 21(1), 979–1004.
[59]Golembiewski, R. T., & McConkie, M. (1975). The centrality of interpersonal trust in-group processes.Theories of Group Processes (pp. 379-403 ). New York: Wiley.
[60]Goldberg, L. S., & Grandey, A. A. (2007). Display rules versus display autonomy: Emotion regulation, emotional exhaustion, and task performance in a call center simulation. Journal of Occupational Health Psychology, 12(3), 301-318.
[61]Goleman, D. (1995). Emotional intelligence. N.Y. :Bantam Books.
[62]Grandey, Tam, Analea, & Brauburger(2002), Affective States and Traits in the Workplace : Diary and Survey Data From Young Workers,Motivation and Emotion,26(1),31-55
[63]Greller, M. M., & Herold, D. M. (1975). Sources of feedback: A preliminary investigation. Organizational Behavior & Human Performance, 13, 244-256.
[64]Heilman, M. E., & Chen, J. J. (2005). Same behavior, different consequences: reactions to men''s and women''s altruistic citizenship behavior. Journal of Applied Psychology, 90(3), 431-441.
[65]Hodgkinson, G. P., Bown, N.J., Maule, A.J., Glaister, K.W., &Pearman, A.D. (1999), Breaking the frame: an analysis of strategic cognition and decision making under uncertainty,Strategic Management Journal, 20(10), 977-985.
[66]Hofmann D. A. (1997). An overview of the logic and rationale of hierarchical linear models,Journal of Management, 23, pp.723-744.
[67]Hofmann, D. A. (2002).Issues in Multilevel Research: Theory Development, Measurement, and Analysis,in Handbook of Research Methods in Industrial and Organizational Psychology, Blackwell, Malden, MA, S. G. Rogelberg (ed.), pp. 247-274.
[68]Hsiung, H. H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of Business Ethics, 107(3), 349-361.
[69]Hwang, M. I. (1994), Decisionmaking under time pressure: a model for information systems research,Information and Management, 27(4), 197-203.
[70]Hatfield, E., Cacioppo, J. T., & Rapson, R. L. (1994). Emotional Contagion .New York: Cambridge University Press.
[71]Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarterly, 16(3), 373-394.
[72]Ilies, R., Scott, B. A., & Judge, T. A., (2006). The interactive effects of personal traits and experienced states on intraindividual patterns of citizenship behavior. Academy of Management Journal, 49, 561-575.
[73]Isen, A. M., Clark, M., & Schwartz, M. F. (1976). Duration of the effect of good mood on helping: "Footprints on the sands of time, Journal of Personality and Social Psychology, 34: 385-93.
[74]Isen, A. M., Daubman, K. A., & Nowicki, G. P. (1987). Positive affect facilitates creative problem solving, Journal of Personality and Social Psychology, 52: 1122-31
[75]Isen, A.M., Johnson, M.M.S., Mertz, E., & Robinson, G.F. (1985).The influence of positive affect on the unusualness of word associations, Journal of Personality and Social Psychology, 48, 1413-26.
[76]Isen, A.M., & Levin, P.F. (1972).The effect of feeling good on helping: Cookies and kindness, Journal of Personality and Social Psychology, 21: 384-8.
[77]James L. R. (1982).Aggregation bias in estimates of perceptual agreement," Journal of Applied Psychology, 67, 219-229.
[78]James L. R., R. G. Demaree, & G. Wolf. (1984).Estimating within-group interrater reliability with and without response bias," Journal of Applied Psychology, 69, 85-98.
[79]Jensen, S. M., & Luthans, F. (2006). Relationship between entrepreneurs’ psychological capital and their authentic leadership. Journal of Managerial Issues, 18(2), 254-275.
[80]Judge, T. A., Colbert, A. E., & Ilies, R. (2004). Intelligence and leadership: A quantitative review and test of theoretical propositions. Journal of Applied Psychology, 89, 542-552.new window
[81]Kanfer, R., & Ackerman, P. L. (1989). Motivation and cognitive abilities: An integrative/aptitude-treatment interaction approach to skill acquisition. Journal of Applied Psychology, 74(4), 657-690.
[82]Kasperson, R. E., Golding, D., & Tuler, S. (1992). Social distrust as a factor in sitting hazardous facilities and communicating risks.Journal of Social Issues, 48(4), 161-187.
[83]Kelly, J. R., & Barsade, S. G. (2001). Mood and emotions in small groups and work teams, Organizational Behavior and Human Decision Processes, 86, 99-130.
[84]Kernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14, 1-26.
[85]Kim, W. C., & Mauborgne (1997). Fair Process: Managing in the Knowledge, Harvard Business Review, July-August.
[86]Klein, K. J., & Kozlowski, S. W. J. (2000). Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions. San Francisco, CA: Jossey-Bass.
[87]LeUnes, A. D., & Nation, J. R. (1989). Sport psychology. Chicago, IL:Nelson-Halll.
[88]Lewicki, R. J. & Bunker, B. B. (1996). Developing and Maintaining Trust in Work Relationships, in R. M. Kramer & T. R. Tyler(eds.), Trust in Organizations:Frontiers of Theory and Research. Thousand Oaks, CA:Sage Publications, pp.114-139.
[89]Liao H. and Chuang A. (2004). A Multilevel Investigation of Factors Influencing Employee Service Performance and Customer Outcomes,Academy of Management Journal, 47, 41-58.
[90]Livingston J. S. (2003), Pygmalion in Management,.Harvard Business Review,5-12.
[91]Lord, R. G., Klimoski, R. J., & Kanfer, R. (Eds). (2002). Emotion in workplace. New York: Jossey-Bass.
[92]Locke, E.A. & Latham, G. P. (1990). The theory of goal-setting and task performance. Englewood Cliffs, NJ: Prentice-Hall.
[93]Luthans, F., & Avolio, B. J. (2003). Authentic leadership: A positive developmental approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship(pp. 241-261). San Francisco: Barrett-Koehler.
[94]Lyubomirsky, S., King, L. A., & Diener, E. (2005). The benefits of frequent positive affect: Does happiness lead to success?Psychological Bulletin, 131, 803-855.
[95]MacKenzie, S. B., Podsakoff, P. M., & Paine, J. B. (1999). Do citizenship behaviors matter more for managers than for salespeople, Journal of Applied Psychology, 27, 396-410.
[96]MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001).Transformational and transactional leadership and salesperson performance, Academy of Marketing Science, 29: 115-34.
[97]Martin, J., Knopoff, K., & Beckman, C. (1998). An alternative to bureaucratic impersonality and emotional labor: Bounded emotionality at The Body Shop. Administrative Science Quarterly, 43(2), 429-469
[98]Martin, L. L., Ward, D. W., Achee, J. W., & Wyer, R. S. (1993). Mood as input: People have to interpret the motivational implications of their moods. Journal of Personality and Social Psychology, 64, 317–326.
[99]Mathieu J. E. & William Schulze. ( 2006 ).The Influence of Team Knowledge and Formal Plans on Episodic Team Process-Performance Relationships.Academy of Management Journal, 49, 605-619.
[100]May, D. R., Chan, A. Y. L., Hodges, T. D., & Avolio, B. J. (2003). Developing the moral component of authentic leadership. Organizational Dynamic, 32, p. 250.
[101]Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709-734.
[102]McAllister, D. J. (1995). Affect and cognition based trust as foundations for interpersonal cooperation in organizations,Academy of Management Journal, 38, 24-59.
[103]McCrae, R. R. & Costa, P. T. (1991). The neo personality inventory: using the five-factor model in counseling. Journal of Counseling & Development, 69, 367-372.
[104]Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance’Journal of Applied Psychology, 79: 475-80.
[105]Morris, W.N. (1989). Mood: The frame of mind. New York: Springer.
[106]Nielsen, M. B. (2013). Bullying in work groups: The impactof leadership. Scandinavian Journal of Psychology, 54,127–136
[107]Ng. T. W. H., & Feldman, D. C. (2011). Affective organizational commitment and citizenship behavior: Linear and non-linear moderating effects of organizational tenure. Journal of Vocational Behavior, 79(2), 528-537.
[108]Niehoff, B. P. & Moorman R. H. (1993). Justice as a mediator of the citizenship between methods of monitoring and organizational citizenship behavior.Academy of Management Journal, 36, 527-556
[109]Organ, D.W. (1988). Organizational citizenship behavior: The good soldier syndrome, Lexington, MA: Lexington Books.
[110]Organ, D. W., & Konovsky, M. (1989). Cognitive versus affective determinants of organizational citizenship behavior. Journal of Applied Pshchology, 74(1), 157-164.
[111]Peus, C., Wesche, J. S., Streicher, B., Braun, S., & Frey, D. (2012). Authentic leadership: An empirical test of its antecedents, consequences, and mediating mechanisms. Journal of Business Ethics, doi: 10.1007/s10551-011-1042-3new window
[112]Pirola-Merlo, Hartel, Mann, and Hirst (2002), How leaders influence the impact of affective events on team climate and performance in R&D teams, The Leadership Quarterly,13,561-581
[113]Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49(2), 327-340.
[114]Podsakoff, P. M., MacKenzie, S. B. (1994),Organizational citizenship behaviors and sales unit effectiveness’, Journal of Marketing Research, 31: 351-63.
[115]Porter, L. W., Steers, R. M., Mowday, R. T. and Boulian, P. V. (1974).Organizational Commitment, Job Satisfaction, and TurnoverAmong Psychiatric Technicians, Journal of Applied Psychology, 59(5), 603-609.
[116]Raudenbush S. W. & Bryk A. S. (2002). Hierarchical linear models: Applications and data analysis methods (2nd Ed.), Newbury Park, CA: Sage.
[117]Redmond, M., Mumford, M., & Teach, R. (1993). Putting creativity to work: Effects of leader behavior on subordinate creativity. Organizational Behavior and Human Decision Processes, 55(1), 120-151.
[118]Rego, A., Sousa, F., Marques, C., & Cunha, M. P. E. (2012). Retail employees'' self-efficacy and hope predicting their positive affect and creativity. European Journal of Work and Organizational Psychology, 21(6), 923-945.
[119]Rodell, J. B., & Judge, T. A. (2009). Can "Good" Stressors Spark "Bad" Behaviors? The Mediating Role of Emotions in Links of Challenge and Hindrance Stressors with Citizenship and Counterproductive Behaviors. Journal of Applied Psychology, 94(6), 1438-1451.
[120]Rousseau, D. M., Sitkin, S. B., Burt, R. S. & Camerer C. (1998). Not So Different After All: A Cross-Discipline View of Trust, Academy of Management Review, 23(3), 393-404.
[121]Ryan, R. M., & Deci, E. L. (2001). On happiness and human potential: A review of research on hedonic and eudaimonic well being.Annual Review of Psychology, 52, 141-166.
[122]Schneider, B., White, S. S., & Paul, M. (1998). Linking service climate and customer perceptions of service quality: Test a casual model. Journal of Applied Psychology, 83,150-163.
[123]Sedikides, C. (1995). Central and peripheral self-conceptions are differentially influenced by mood: tests of the differential sensitivity hypothesis. Journal of Personality and Social Psychology, 69, 759-777.
[124]Snyder, M., & Gagenstad, S. W. (1986). On the nature of self-monitoring: Matters of assessment, matters of validity. Journal of Personality and Social Psychology, 43, 123-135.
[125]Solomon, R. C., & Flores, F. (2001). Building trust in business, politics, relationships, and life. NY: Oxford University Press.
[126]Sy, T., Cote, S., and Saavedra, R. (2005).The contagious leader: impact of the leader’s mood on the mood of group members, group affective tone, and group processes, Journal of Applied Psychology, 90: 295-305.
[127]Tice, D. M., & Wallace, H. M. (2003). The reflected self: Creating yourself as (you think) others see you. In M. R. Leary, & J. P. Tangney (Eds.), Handbook of self and identity, 91-105. New York7 Guilford Press.
[128]Tsai W. C., Chen C. C. and Liu H. L.(2007). Test of a model linking employee positive moods and task performance, Journal of Applied Psychology, 92, 1570-1583.
[129]Tsui, A. S., Egan, T. D., & O’Reilly III, C. A. (1992). Being Different: Relational Demography and Organizational Attachment. Administrative Science Quarterly, 37, 549-579.
[130]Vroom, V.H. (1964).Work and motivation. New York: Wiley.
[131]Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
[132]Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviors. The Leadership Quarterly, 21(1), 901–914.
[133]Watson, D., & Clark, L. A. (1984). Negative affect: The disposition to experience aversive emotional states. Psychological Bulletin, 96, 465-490.
[134]Watson, D., & Tellegen, A. (1985). Toward a consensual structure of mood. Psychological Bulletin, 98, 219-235.
[135]Watson, D., & Walker, L. M. (1996). The Long-term stability and predictive validity of trait measures of affect. Journal of Personality and Social Psychology, 70, 567-577.
[136]Watson, D., Clark, L. A., & Tellegen, A. (1988). Development and validation of brief measures of positive and negative affect: The PANAS scales. Journal of Personality and Social Psychology, 54, 1063-1070.
[137]Watson, D., & Pennebaker, J. W. (1989). Health complaints, stress, and distress: Exploring the central role of negative affectivity, Psychological Review, 96, 234-254.
[138]Wayne, S. J., & Liden, R. C. (1995). Effects of impression management on performance ratings: A longitudinal study. Academy of Management Journal, 38, 232-260.
[139]Weiss, H. M., & Cropanzano, R.(1996). Affective Event Theory: A theoretical discussion of the structure, causes and consequences at work. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior,18, 1-74. Greenwich CT: JAI Press.
[140]Williams, L. J., and Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behavior, Journal of Marketing, 17, 601-17.
[141]Wong, Y. T., Ngo, H. Y. & Wong, C. S. (2006). Perceived organizational justice, trust, and OCB: a study of Chinese workers in joint ventures and state-owned enterprises, Journal of World Business, 41(4), 344-355.
[142]Wright, T. A., & Staw, B. M., (1999). Affect and favorable work outcomes: Two longitudinal tests of the happy-productive worker thesis. Journal of Organizational Behavior, 20, 1-23.
[143]Wright, R. (2000). Nonzero: The logic of human destiny. New York; Pantheon.
[144]Yukl, G. A. (1989). Managerial leadership: A review of theory and research.Yearly review of management, 15, 251-289.
[145]Yukl, G. (2002).Leadership in Organizations, 6th ed. Prentice-Hall: Upper Saddle River, NJ.
[146]Yukl, G. (2010). Leadership in organizations,7th ed. Upper Saddle River,NJ: Prentice-Hall.


 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
:::
1. 跨層次觀點下家長式領導、倫理氣候、組織承諾與組織公民行為關係之研究
2. 國民中學教師自我調節學習、驚輸、工作投入與組織公民行為關係之研究-以工作投入為中介變項
3. 臺北市國民中學校長分布式領導、學校組織健康與教師組織公民行為關係之研究
4. 高雄市國民小學校長家長式領導、教師組織公民行為與學校效能關係之研究
5. 國民小學組織正義、組織公民行為與競爭優勢關係之研究:以領導者 與部屬交換關係為調節效果
6. 高級中等學校校長領導行為與教師工作投入程度之關係研究-教師心理資本與工作動機的中介效果
7. 助人為快樂之本?組織公民行為與生活滿意關係及其調節中介模式之研究
8. 越南胡志明市高級中學校長分布式領導、教師知覺組織支持與教師組織公民行為關係之研究
9. 國民小學主任人格特質、組織承諾、組織公民行為及工作績效關係之研究
10. 國民中學教師組織公平、專業承諾與組織公民行為關係之研究
11. 國民中學校長華人領導行為、教師工作士氣、教師組織公民行為關係之研究
12. 國民小學校長分布式領導、學校組織公平與教師組織公民行為之關係
13. 國民小學關係行銷對家長參與行為影響之研究─以信任為中介變項
14. 國小教師性別平等教育知識信念、正向心理資本、組織公民行為與性別平等教育教學效能關聯模式建構之研究
15. 國民小學校長尊重領導、組織認定及教師組織公民行為關係之研究
 
無相關著作
 
QR Code
QRCODE