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題名:領導者與部屬關係的發展過程:整合轉化型領導與部屬績效的分析模型
作者:呂思齊
作者(外文):Szu-Chi Lu
校院名稱:國立中山大學
系所名稱:人力資源管理研究所
指導教授:陳世哲
林鉦棽
學位類別:博士
出版日期:2016
主題關鍵詞:領導者與部屬的關係轉化型領導角色內績效組織公民行為潛在成長模型latent growth modelingorganizational citizenship behaviorleader-member exchangein-role performancetransformational leadership
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不同於過去學者認為領導者與部屬的關係的發展過程是穩定的,本研究認為此過程會隨時間而不斷改變。此外,本研究採用角色形成過程和領導形成過程來解釋為何轉化型領導對於領導者與部屬的關係的發展過程的影響力會隨著時間逐漸減弱。本研究也同時提出為何領導者與部屬的關係的發展過程會影響到組織成員的組織公民行為,但不會影響到他們角色內的績效表現。本研究樣本來自於40個工作小組,共248名員工。潛在成長模型的分析研究結果顯示,領導者與部屬的關係的發展過程會隨著時間不斷改變,而轉化型領導對於這個過程的影響力也會隨時間而遞減。此外,研究結果也指出領導者與部屬的關係會提升員工的角色內的績效和組織公民行為,但是領導者與部屬之關係的發展過程只會提升員工的組織公民行為,不會影響到員工的角色內績效。最後,本研究將討論研究發現,並提出理論貢獻,管理意涵,以及研究限制與建議。
The present study proposed that the development process of leader-member exchange (LMX) is not stable but changes over time. In addition, we used role-making process and leadership-making process to explain the decrease over time in the influence of transformational leadership on the development process of LMX. We also proposed why the development process of LMX influences members’ organizational citizenship behavior (OCB) but not in-role performance. Hypotheses were tested using a sample of 248 members from 40 teams. The results of latent growth modeling showed that the development process of LMX changed over time, and that the influence of transformational leadership on this process decreased. Moreover, the results also showed that the initial status (intercept) of LMX had positive effect on in-role performance and OCB, but the development process of LMX (slope) had positive effect only on OCB. Strengths, limitations, practical implications, and directions for future research were also discussed in the study.
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