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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/76378

    Title: 矛盾領導行為對部屬工作績效之影響: 矛盾追隨行為的中介與調節效果的探討;A Study of Paradoxical Leadership Behavior affects Work Performance: The Mediating and Moderating Effects of Paradoxical Followership Behavior
    Authors: 傅馨瑩;Fu, Xin-Ying
    Contributors: 人力資源管理研究所
    Keywords: 追隨行為;矛盾追隨行為;矛盾領導行為;任務性績效;脈絡性績效;適應性績效;Followership;Paradoxical Followership Behavior;Paradoxical Leadership Behavior;Task performance;Contextual performance;Adaptive performance
    Date: 2018-06-22
    Issue Date: 2018-08-31 11:07:19 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 隨著科技進步、跨文化溝通頻繁等等,領導者與追隨者越來越容易面對矛盾的工作要求,為了要能夠同時整合看似對立的需求,矛盾的能力是不可或缺的。由於至今尚未有研究釐清矛盾追隨行為在矛盾領導行為與部屬的工作績效之間,究竟是扮演著調節亦或者是中介的角色,這樣的研究缺口便引發了本研究的動機。
    ;Along with the progress of technology, frequent cross-cultural communication and so on, leaders and followers are likely to face contradictory demand in organization. In order to meet competing demand in workplace simultaneously, paradoxical ability (both/and) is essential. Due to the lack of research on the subject of, if paradoxical followership behavior plays a mediator or moderator during the process of paradoxical leadership behavior affecting employees′ performance in the domains of human resource management, motivation of this study initiated.
    The purpose of this study was to explore alternative relationships between paradoxical leadership behavior, paradoxical followership behavior and task performance, contextual performance and adaptive performance. According to Social Cognitive Theory, the behavior of followers would be stimulated by leaders in organization. It showed the relationship between paradoxical leadership behavior and different facets of work performance might be mediated by paradoxical followership behavior. On the other hand, the influence of leadership behavior to employees′ performance may affected by the quality of person-supervisor (PS) fit. Therefore, paradoxical followership behavior might moderate the relationship between paradoxical leadership behavior and different facets of work performance.
    Drawing on an effective cross-organizational data of 473 supervisor-subordinate dyads from Taiwan, we found that paradoxical followership only play positively significant mediator instead of moderator in relationship between paradoxical leadership and three kinds of employees′ performance.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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