以內隱領導理論觀點探討僕人式領導一致性對部屬工作績效之影響 —以領導-部屬交換 (LMX) 為中介變項;Exploring the impact of servant leadership consistency on subordinates′ job performance from the perspective of implicit leadership theory — Leader-Member Exchange (LMX) as the mediating variable

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Title:	以內隱領導理論觀點探討僕人式領導一致性對部屬工作績效之影響 —以領導-部屬交換 (LMX) 為中介變項;Exploring the impact of servant leadership consistency on subordinates′ job performance from the perspective of implicit leadership theory — Leader-Member Exchange (LMX) as the mediating variable
Authors:	羅錦堃;Lou, Chin-Kuan
Contributors:	人力資源管理研究所在職專班
Keywords:	內隱領導理論;僕人式領導;領導-部屬交換;任務型績效;組織公民行為;implicit leadership theory;servant leadership;leader-member exchange;task-based performance;organizational citizenship behavior
Date:	2024-06-26
Issue Date:	2024-10-09 14:42:03 (UTC+8)
Publisher:	國立中央大學
Abstract:	本研究以內隱領導理論（Implicit leadership theory）的觀點出發，以「追隨者為中心」的視角來探討部屬對主管的僕人式領導原型的「預期」，與對主管所展現僕人式領導特質行為的「感知」的ㄧ致性，包含有一致高、一致低、超乎預期、不符預期的四種組合情境，對部屬的工作績效與主管-部屬交換關係的影響情況進行分析，並且探討主管-部屬交換關係在僕人式領導一致性與部屬工作績效之間是否存在中介效果。本研究蒐集以台灣各企業之主管與部屬有效配對計287組，並採用多項式迴歸及反應曲面圖形分析結果。研究發現：( 1 ) 部屬對主管僕人式領導預期與實際行為感知一致高時，對組織公民行為正向影響最大，（2）部屬對主管僕人式領導預期與實際行為感知一致高時，對領導-部屬交換關係的正向影響最大，（3）領導-部屬交換關係對於主管僕人式領導一致性與組織公民行為之關係具有中介效果，（4）僕人式領導的ㄧ致性與部屬工作績效中的任務型績效之相關性低且不顯著，（5）在不ㄧ致情境下，超乎預期與不符預期的僕人式領導對部屬工作績效結果沒有差異性影響，（6）在不ㄧ致情境下，超乎預期的僕人式領導對領導-部屬交換關係的影響比不符預期的僕人式領導來得高。　　研究假設不成立的原因推論、研究結果之學術貢獻、管理意涵、研究限制及未來研究方向的建議，均列於第五章提出討論之。;Based on the Implicit leadership theory, this study examines followers′ prototypical expectations of servant leadership from a “follower-centric” perspective and the consistency between these expectations and their perceptions of actual servant leadership behaviors exhibited by their supervisors. Four combinations of situations are considered: “Consistently High”, “Consistently Low”, “Exceeding Expectations”, and “Deviating from Expectations”. The study analyzes their impact on subordinates′ job performance and leader-member exchange (LMX) relationships. Furthermore, it investigates whether LMX mediates the relationship between consistency in servant leadership and subordinates′ job performance. Data from 287 supervisor-subordinate pairs in various Taiwanese enterprises were collected. Using polynomial regression and response surface analysis, the study found: (1) When subordinates′ expectations of servant leadership align with their perceptions of actual behaviors, it has the greatest positive impact on organizational citizenship behavior. (2) When subordinates′ expectations align with perceptions of actual servant leadership behaviors, it has the greatest positive impact on LMX. (3) LMX mediates the relationship between consistency in servant leadership and organizational citizenship behavior. (4) The correlation between consistency in servant leadership and task performance is low and insignificant. (5) In inconsistent situations, exceeding or deviating from expectations of servant leadership does not significantly affect subordinates′ job performance, （6）In inconsistent situations, exceeding expectations has a greater impact on LMX compared to deviating from expectations. Reasoning for the hypotheses not being supported, academic contributions of the study, managerial implications, research limitations, and suggestions for future research directions are discussed in Chapter Five.
Appears in Collections:	[Executive Master of Human Resource Management] Electronic Thesis & Dissertation

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