參考文獻 |
王輝、牛雄鷹、Law, K. S.(2004)。領導—部屬交換的多維結構及對工作績效和情境績效的影響。心理學報,36(2),179-185。
胡昌亞、陳燕諭、范思美、張詩慧(2022)。如何分析一致性: 潛在一致模式與多項式迴歸概念與應用之簡介。人力資源管理學報, 22(1), 83-104。
凌茜、張正杰、丘小燕(2022)。公僕型領導的負面效應及其緩沖機制探究。心理科學進展,30(4),922。
康勇軍、彭堅(2019)。累並快樂著: 服務型領導的收益與代價——基於工作-家庭資源模型視角。心理學報,51(2),227。
張偉豪、鄭時宜(2012)。與結構方程模型共舞: 曙光初現。前程文化。
趙紅丹、江葦(2018)。職場中公民行為壓力與員工創造力的曲線關係——自我效能感的情境機制。財經論叢 (2),95-103。
Aboramadan, M., & Dahleez, K. A. (2022). The impact of perceived servant leadership traits and safety climate on task performance and risk-taking behavior in times of crisis. Leadership in Health Services, 35(2), 210-227.
Barbuto Jr, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & organization management, 31(3), 300-326.
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.
Bentler, P. M. (1982). Confirmatory factor analysis via noniterative estimation: A fast, inexpensive method. Journal of marketing research, 19(4), 417-424.
Bentler, P. M., & Bonett, D. G. (1980). Significance tests and goodness of fit in the analysis of covariance structures. Psychological bulletin, 88(3), 588.
Blau, P. (1964). Exchange and power in social life. Routledge.
Bolino, M. C., Turnley, W. H., Gilstrap, J. B., & Suazo, M. M. (2010). Citizenship under pressure: What′s a “good soldier” to do? Journal of Organizational Behavior, 31(6), 835-855.
Borman, W. C., & Motowidlo, S. (1993). Expanding the criterion domain to include elements of contextual performance.
Carlson, K. D., & Wu, J. (2012). The illusion of statistical control: Control variable practice in management research. Organizational research methods, 15(3), 413-435.
Chen, C.-Y., Chen, C.-H. V., & Li, C.-I. (2013). The influence of leader’s spiritual values of servant leadership on employee motivational autonomy and eudaemonic well-being. Journal of religion and health, 52, 418-438.
Cheung, G. W., & Rensvold, R. B. (2002). Evaluating goodness-of-fit indexes for testing measurement invariance. Structural equation modeling, 9(2), 233-255.
Cole, M. S., Carter, M. Z., & Zhang, Z. (2013). Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate. Journal of applied psychology, 98(6), 962.
Cronbach, L. J. (1955). Processes affecting scores on" understanding of others" and" assumed similarity.". Psychological bulletin, 52(3), 177.
de Clercq, D., Suhail, A., Azeem, M. U., & Haq, I. U. (2021). Citizenship pressure and job performance: roles of citizenship fatigue and continuance commitment. Asia Pacific Journal of Human Resources, 59(3), 482-505.
Deci, E. L., & Ryan, R. M. (1985). The general causality orientations scale: Self-determination in personality. Journal of research in personality, 19(2), 109-134.
Dennis, R. S., & Bocarnea, M. (2005). Development of the servant leadership assessment instrument. Leadership & Organization Development Journal, 26(8), 600-615.
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.
Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 1715-1759.
Eden, D., & Leviatan, U. (1975). Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales. Journal of applied psychology, 60(6), 736-741.
Edwards, J. R. (2002). Alternatives to difference scores: Polynomial regression analysis and response surface methodology.
Edwards, J. R., & Parry, M. E. (1993). On the use of polynomial regression equations as an alternative to difference scores in organizational research. Academy of management journal, 36(6), 1577-1613.
Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel psychology, 57(1), 61-94.
Elorza, U., Aritzeta, A., & Ayestarán, S. (2011). Exploring the black box in Spanish firms: the effect of the actual and perceived system on employees′ commitment and organizational performance. The International Journal of Human Resource Management, 22(07), 1401-1422.
Epitropaki, O., & Martin, R. (2004). Implicit leadership theories in applied settings: factor structure, generalizability, and stability over time. Journal of applied psychology, 89(2), 293.
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.
Epitropaki, O., Sy, T., Martin, R., Tram-Quon, S., & Topakas, A. (2013). Implicit leadership and followership theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings. The leadership quarterly, 24(6), 858-881.
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The leadership quarterly, 30(1), 111-132.
Felfe, J., & Petersen, L.-E. (2007). Romance of leadership and management decision making. European Journal of Work and Organizational Psychology, 16(1), 1-24.
Flaherty, K. E., & Pappas, J. M. (2002). The influence of career stage on job attitudes: Toward a contingency perspective. Journal of Personal Selling & Sales Management, 22(3), 135-143.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research, 18(1), 39-50.
Foti, R. J., & Luch, C. H. (1992). The influence of individual differences on the perception and categorization of leaders. The leadership quarterly, 3(1), 55-66.
Garber, J. S., Madigan, E. A., Click, E. R., & Fitzpatrick, J. J. (2009). Attitudes towards collaboration and servant leadership among nurses, physicians and residents. Journal of interprofessional care, 23(4), 331-340.
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(2), 310.
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.
Graen, G. B., Dansereau, F., & Minami, T. (1972). Dysfunctional leadership styles. Organizational behavior and human performance, 7(2), 216-236.
Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in organizational behavior.
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. The leadership quarterly, 6(2), 219-247.
Graham, J. W. (1989). Organizational citizenship behavior: Construct redefinition, operationalization, and validation. Unpublished working paper, Loyola University of Chicago, Chicago, IL, 68.
Graham, J. W. (1991). An essay on organizational citizenship behavior. Employee responsibilities and rights journal, 4, 249-270.
Greenleaf, R. K. (1970). The servant as leader. In: Greenleaf Center for Servant Leadership Westfield, IN.
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist press.
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.
Guo, Z., Yan, J., & Wang, X. (2020). Ambidextrous leadership and employee work outcomes: a paradox theory perspective. Frontiers in Psychology, 11, 518900.
Hair, J. F., Anderson, R. E., Tatham, R. L., & William, C. (1998). Black (1998), Multivariate data analysis. In: Upper Saddle River, NJ: Prentice Hall.
Halpin, A. W., & Winer, B. J. (1957). A factorial study of the leader behavior descriptions. Leader behavior: Its description and measurement, 39-51.
Hennessy, J. L. (2018). Leading matters: lessons from my journey. Stanford University Press.
Hu, J., & Liden, R. C. (2011). Antecedents of team potency and team effectiveness: An examination of goal and process clarity and servant leadership. Journal of applied psychology, 96(4), 851.
Hu, L. t., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural equation modeling: a multidisciplinary journal, 6(1), 1-55.
Hu, W., Luo, J., Chen, Z., & Zhong, J. (2020). Ambidextrous leaders helping newcomers get on board: Achieving adjustment and proaction through distinct pathways. Journal of Business Research, 118, 406-414.
Hui, W., Xiongying, N., & Law, K. S. (2004). Multi-dimensional leader-member exchange (LMX) and its impact on task performance and contextual performance of employees. Acta Psychologica Sinica.
Hunter, J. C. (2008). The servant: A simple story about the true essence of leadership. Crown Currency.
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(3), 561-575.
Johnson, R. W. (2001). An introduction to the bootstrap. Teaching statistics, 23(2), 49-54.
Katz, D. (1964). The motivational basis of organizational behavior. Behavioral science, 9(2), 131-146.
Katz, D., & Kahn, R. L. (1966). The Social Psychology of Organizations. Wiley.
Katz, D., & Kahn, R. L. (1978). The Social Psychology of Organizations. Wiley.
Kenney, R. A., Schwartz-Kenney, B. M., & Blascovich, J. (1996). Implicit leadership theories: Defining leaders described as worthy of influence. Personality and Social Psychology Bulletin, 22(11), 1128-1143.
Kiker, D. S., Callahan, J. S., & Kiker, M. B. (2019). Exploring the boundaries of servant leadership: A meta-analysis of the main and moderating effects of servant leadership on behavioral and affective outcomes. Journal of Managerial Issues, 172-197.
Kiker, D. S., & Motowidlo, S. J. (1999). Main and interaction effects of task and contextual performance on supervisory reward decisions. Journal of applied psychology, 84(4), 602.
Kuvaas, B., & Buch, R. (2018). Leader‐member exchange relationships and follower outcomes: The mediating role of perceiving goals as invariable. Human Resource Management, 57(1), 235-248.
Laub, J. A. (1999). Assessing the servant organization: Development of the servant organizational leadership assessment (SOLA) instrument. Florida Atlantic University.
Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: the role of affect and cognitions. Journal of applied psychology, 87(1), 131.
Li, S., Jia, R., Seufert, J. H., Wang, X., & Luo, J. (2020). Ambidextrous leadership and radical innovative capability: The moderating role of leader support. Creativity and Innovation Management, 29(4), 621-633.
Li, X., Yang, S.-L., Li, J., Rao, T.-T., Shen, C., Hu, S., & Guo, Y. (2022). The prevention behaviors and impact mechanisms among different Chinese social classes at the early stage of COVID-19 pandemic. Psychology Research and Behavior Management, 711-723.
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., Panaccio, A., Meuser, J. D., Hu, J., & Wayne, S. (2014). Servant leadership: antecedents, processes, and outcomes. The Oxford handbook of leadership and organizations, 357-379.
Liden, R. C., Wayne, S. J., Meuser, J. D., Hu, J., Wu, J., & Liao, C. (2015). Servant leadership: Validation of a short form of the SL-28. The leadership quarterly, 26(2), 254-269.
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The leadership quarterly, 19(2), 161-177.
Lord, R. G., Foti, R. J., & De Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational behavior and human performance, 34(3), 343-378.
Lord, R. G., & Maher, K. (1991). Leadership and Information Processing: Linking Perceptions and Organizational Performance. In.
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), 70-80.
MacKenzie, S. B., Podsakoff, P. M., & Paine, J. B. (1999). Do citizenship behaviors matter more for managers than for salespeople? Journal of the Academy of Marketing Science, 27(4), 396-410.
Malingumu, W., Stouten, J., Euwema, M., & Babyegeya, E. (2016). Servant leadership, organisational citizenship behavior and creativity: The mediating role of team-member exchange. Psychologica Belgica, 56(4), 342.
Marsh, H. W., Balla, J. R., & McDonald, R. P. (1988). Goodness-of-fit indexes in confirmatory factor analysis: The effect of sample size. Psychological bulletin, 103(3), 391.
Marsh, H. W., & Hocevar, D. (1985). Application of confirmatory factor analysis to the study of self-concept: First-and higher order factor models and their invariance across groups. Psychological bulletin, 97(3), 562.
Matta, F. K., Scott, B. A., Koopman, J., & Conlon, D. E. (2015). Does seeing “eye to eye” affect work engagement and organizational citizenship behavior? A role theory perspective on LMX agreement. Academy of management journal, 58(6), 1686-1708.
Milliken, F. J., & Martins, L. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of management review, 21(2), 402-433.
Motowidlo, S. J., & van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of applied psychology, 79(4), 475.
Mulaik, S. A., James, L. R., Van Alstine, J., Bennett, N., Lind, S., & Stilwell, C. D. (1989). Evaluation of goodness-of-fit indices for structural equation models. Psychological bulletin, 105(3), 430.
Newman, A., Schwarz, G., Cooper, B., & Sendjaya, S. (2017). How servant leadership influences organizational citizenship behavior: The roles of LMX, empowerment, and proactive personality. Journal of Business Ethics, 145, 49-62.
Nunnally, J. C. (1978). An overview of psychological measurement. Clinical diagnosis of mental disorders: A handbook, 97-146.
Oliver, R. L. (1980). A cognitive model of the antecedents and consequences of satisfaction decisions. Journal of marketing research, 17(4), 460-469.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books/D. C. Heath and Com.
Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. Research in organizational behavior, 12(1), 43-72.
Ozyilmaz, A., & Cicek, S. S. (2015). How does servant leadership affect employee attitudes, behaviors, and psychological climates in a for-profit organizational context? Journal of Management & Organization, 21(3), 263-290.
Panaccio, A., Henderson, D. J., Liden, R. C., Wayne, S. J., & Cao, X. (2015). Toward an understanding of when and why servant leadership accounts for employee extra-role behaviors. Journal of business and psychology, 30, 657-675.
Patterson, K. A. (2003). Servant leadership: A theoretical model. Regent University.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.
Riggs, B. S., & Porter, C. O. (2017). Are there advantages to seeing leadership the same? A test of the mediating effects of LMX on the relationship between ILT congruence and employees′ development. The leadership quarterly, 28(2), 285-299.
Rockstuhl, T., Dulebohn, J. H., Ang, S., & Shore, L. M. (2012). Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries. Journal of applied psychology, 97(6), 1097.
Rosch, E., & Lloyd, B. B. (1978). Cognition and Categorization. Lawrence Elbaum Associates.
Rupprecht, E. A., Kueny, C. R., Shoss, M. K., & Metzger, A. J. (2016). Getting what you want: How fit between desired and received leader sensitivity influences emotion and counterproductive work behavior. Journal of Occupational Health Psychology, 21(4), 443.
Rush, M. C., Thomas, J. C., & Lord, R. G. (1977). Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires. Organizational behavior and human performance, 20(1), 93-110.
Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3), 145-157.
Saleem, F., Zhang, Y. Z., Gopinath, C., & Adeel, A. (2020). Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust. Sage Open, 10(1), 2158244019900562.
Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. Journal of applied psychology, 69(3), 428.
Sendjaya, S. (2015). Personal and organizational excellence through servant leadership. Australia: Springer International Publishing Switzerland.
Sendjaya, S., Eva, N., Butar Butar, I., Robin, M., & Castles, S. (2019). SLBS-6: Validation of a short form of the servant leadership behavior scale. Journal of Business Ethics, 156, 941-956.
Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Defining and measuring servant leadership behaviour in organizations. Journal of Management studies, 45(2), 402-424.
Shanock, L. R., Baran, B. E., Gentry, W. A., Pattison, S. C., & Heggestad, E. D. (2010). Polynomial regression with response surface analysis: A powerful approach for examining moderation and overcoming limitations of difference scores. Journal of business and psychology, 25, 543-554.
Spears, L. C., & Wagner-Marsh, F. (1998). Insights on leadership: Service, stewardship, spirit, and servant-leadership.
Spector, P. E., & Brannick, M. T. (2011). Methodological urban legends: The misuse of statistical control variables. Organizational research methods, 14(2), 287-305.
Stock, R. M., & Özbek-Potthoff, G. (2014). Implicit leadership in an intercultural context: theory extension and empirical investigation. The International Journal of Human Resource Management, 25(12), 1651-1668.
Sy, T. (2010). What do you think of followers? Examining the content, structure, and consequences of implicit followership theories. Organizational behavior and human decision processes, 113(2), 73-84.
Topakas, A. (2011). Measurement of implicit leadership theories and their effect on leadership processes and outcomes Aston University].
Tsui, A. S., & O′reilly III, C. A. (1989). Beyond simple demographic effects: The importance of relational demography in superior-subordinate dyads. Academy of management journal, 32(2), 402-423.
van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261.
van Dierendonck, D., & Nuijten, I. (2011). The servant leadership survey: Development and validation of a multidimensional measure. Journal of business and psychology, 26, 249-267.
van Dierendonck, D., Sousa, M., Gunnarsdóttir, S., Bobbio, A., Hakanen, J., Pircher Verdorfer, A., Cihan Duyan, E., & Rodriguez-Carvajal, R. (2017). The cross-cultural invariance of the servant leadership survey: A comparative study across eight countries. Administrative Sciences, 7(2), 8.
van Gils, S., van Quaquebeke, N., & van Knippenberg, D. (2010). The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement. European Journal of Work and Organizational Psychology, 19(3), 333-363.
van Quaquebeke, N., Graf, M. M., & Eckloff, T. (2014). What do leaders have to live up to? Contrasting the effects of central tendency versus ideal-based leader prototypes in leader categorization processes. Leadership, 10(2), 191-217.
van Quaquebeke, N., van Knippenberg, D., & Eckloff, T. (2011). Individual differences in the leader categorization to openness to influence relationship: The role of followers’ self-perception and social comparison orientation. Group Processes & Intergroup Relations, 14(5), 605-622.
Walker, J. W., & LaRocco, J. M. (2002). Talent pools: The best and the rest.(Perspectives). Human Resource Planning, 25(3), 12-15.
Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of applied psychology, 95(3), 517-529.
Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of applied psychology, 87(3), 590.
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.
Xin, K., Farh, J., Cheng, B., & Tsui, A. (1998). Guanxi and vertical dyads: Evidence from Taiwan and the PRC. Conference of the Asia Association of Social Psychology, Taipei, Taiwan,
Yoshida, D. T., Sendjaya, S., Hirst, G., & Cooper, B. (2014). Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality. Journal of Business Research, 67(7), 1395-1404.
Young, H. R., Glerum, D. R., Joseph, D. L., & McCord, M. A. (2021). A meta-analysis of transactional leadership and follower performance: Double-edged effects of LMX and empowerment. Journal of Management, 47(5), 1255-1280.
Zhang, Y., Waldman, D. A., Han, Y.-L., & Li, X.-B. (2015). Paradoxical leader behaviors in people management: Antecedents and consequences. Academy of management journal, 58(2), 538-566.
Zhao, H., Peng, Z., & Chen, H.-K. (2014). Compulsory citizenship behavior and organizational citizenship behavior: The role of organizational identification and perceived interactional justice. The Journal of psychology, 148(2), 177-196. |