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題名：領導風格對價值共創的影響－集體策略願景與組織公平感知之調節效果
作者：謝孟紋
作者(外文)：Hsieh, Meng-Wen
校院名稱：國立交通大學
系所名稱：管理科學系所
指導教授：蕭嬋
楊千
學位類別：博士
出版日期：2019
主題關鍵詞：服務型領導；威權領導；價值共創；集體策略願景；組織公平感知；Servant leadership；Authoritative leadership；Value co-creation；Collective strategic vision；Perceived organizational justice
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本研究試圖回答「服務型領導與威權領導兩種極端不同的領導風格，對價值共創會產生什麼影響？又，這樣的影響是否會因為主管與組織的情境因素不同而有所改變呢？」因此，本研究提出一個以服務型領導與威權領導風格為前因探討對價值共創影響的模型，並基於社會交換理論提供了內隱性互惠（集體策略願景）及外顯性獎酬（知覺組織公平）的兩個調節因素，深入了解不同層面的情境下領導風格對價值共創的影響。本研究針對台灣新竹科學園區內企業組織的全職員工做為研究對象進行問卷調查，蒐集404份全職員工的樣本，並透過階層迴歸分析，發現服務型領導會正向影響價值共創，且當領導者是具有高集體策略願景特質或員工感知組織公平程度較高的情況下，服務型領導對價值共創的正向影響會被強化；同時，本研究也證實了威權領導會抑制員工價值共創行為的產生，尤其當領導者在具有高集體策略願景特質時，會強化威權領導負向影響價值共創的效果。本研究貢獻分成以下幾個部分，第一，本研究以內部顧客（員工）作為研究標的，提供企業另一個視角檢視價值共創在組織中的影響；第二，本研究提供兩種不同的領導者風格觀點，探討對價值共創的影響豐富了價值共創領域的研究；第三，本研究以社會交換理論為基礎，提出了領導者層面的內隱性互惠與組織層面的外顯性獎酬的兩個不同的調節變數，檢驗了兩者在領導者風格與價值共創行為間的效應；最後，本研究提供一個有趣的發現，當主管屬於威權領導者，且員工組織公平感知程度低時，威權領導與價值共創間的負向關係會被削弱，亦即當員工面臨威權領導者且處在高度不公平的組織環境中時，反而會有較高的員工價值共創的行為，此一發現或許可以領導－成員交換理論（Leader-member Exchange，LMX）中內團體偏私（in-group favoritism）行為來解釋，建議後續研究可進一步探究驗證。
This study attempted to answer the following questions: How do servant leadership and authoritarian leadership - two extremely different leadership styles - influence value co-creation? Do organizational contextual factors (e.g., organization-based and supervisor-based factors) change the relationships between both servant and authoritarian leadership, and value co-creation? In this study, a research model that adopted servant leadership and authoritarian leadership as antecedents to value co-creation was proposed; additionally, based on social exchange theory, the variables of implicit reciprocity (collective strategic vision) and extrinsic rewards (perceived organizational justice) were selected as two moderators to further investigate the relationship between leadership style and value co-creation under different situations. Survey questionnaires were distributed to full-time employees who work for organizations in Taiwan, and a total of 404 valid questionnaires were collected. Hierarchical linear regressions were adopted for statistical analyses. The results showed a positive association between servant leadership and value co-creation; specifically, the results indicated that the relationship between servant leadership and value co-creation is stronger when leaders possess higher collective strategic vision and employees perceive higher organizational justice. Furthermore, the results showed that authoritarian leadership inhibits the value co-creation t used internal customers (employees) as research subjects to further examine the influence of value co-creation within organizations, providing another valuable perspective on organizations; second, it investigated the impact of value co-creation on organizations from the viewpoint of different leadership styles, further enriching the value co-creation literature; third, based on social exchange theory, this study identified implicit reciprocity on the leadership level and extrinsic rewards on the organizational level as two distinct moderators of the relationship between leadership styles and value co-creation; and finally, this study found the particularly interesting finding that the negative relationship between authoritarian leadership and value co-creation is weakened when supervisors adopt authoritarian leadership styles and employees perceive lower organizational justice. In other words, employees’ value co-creation behaviors will be stimulated when they encounter supervisors exhibiting authoritarian leadership styles and higher levels of injustice in organizations. In-group favoritism behaviors in leader-member exchange theory could explain this finding. Future research should further examine the mechanisms underlying this relationship.
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