追隨者存在於組織中的各個階層，當員工具備有效的追隨力，才能在晉升後藉由有效的追隨與領導來協助團隊獲得成功。過去的研究中，鮮少將追隨力作為預測晉升的變數，另外，雖存在有效與無效追隨力之概念，也無研究針對正反向之追隨力作更進一步的探討。本研究結合上述議題，以社會交換理論及贊助性流動為理論基礎，利用Sy(2010)提出之內隱追隨理論原型及反原型，來探討領導者角度的內隱追隨理論與晉升力之相關，並以主管部屬交換關係和績效作為中介變項，證實其間的因果關係與中介機制。 本研究共發出348份問卷，並回收有效問卷共237份，研究結果顯示內隱追理論原型中的勤奮及公民行為會透過主管部屬交換關係與績效來對其晉升力評分產生正向影響，熱忱則否；追隨理論反原型中的不稱職、盲從他人與不服從皆與主管部屬交換關係及績效沒有顯著相關。在晉升的變項衡量中，部屬績效與晉升力評分具顯著相關，部屬績效與部屬過去實際的晉升次數卻無顯著相關。同時勤奮與公民行為亦對部屬績效有直接效果；主管部屬交換關係對部屬晉升次數呈現顯著正相關。研究證實部屬展現之追隨特質會對於其未來晉升的可能性有正向的關聯性。 ;No matter in which level of the organization, followership exists in almost every employee. The promoted employees who have effective followership could influence their supervisors and team positively. However, there are few studies taking followership as the predictor of promotability, but only the relationship between followership and performance. Regarding these issues, we use the Implicit Followership Theories scale of prototype and antiprototype to investigate the relationship between followership and promotability from the supervisors’ view. Based on the social exchange theory and sponsored-mobility, we proposed that leader-member exchange (LMX) and performance mediating between followership and promotability. 348 questionnaires were delivered and 237 were successfully collected. The result showed that the prototype Industry and Good Citizen have positive effect on the LMX, performance, and promotability while Enthusiasm doesn’t. All antiprototype has no effect on LMX, performance, and promotability. Employees’ performance has positive effect on promotability but no effect on real promoting numbers. Meanwhile, Industry and Good Citizen also have direct effect on performance; LMX has direct effect on real promoting numbers. Our result provides the empirical evidence of the relationship between followership and promotability with the mediating effect of LMX and employees’ performance.
