僕人式領導、回饋尋求行為和部屬工作績效之關係- 探討主管與部屬交換關係的調節式中介作用

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题名:	僕人式領導、回饋尋求行為和部屬工作績效之關係- 探討主管與部屬交換關係的調節式中介作用
作者:	徐筱珍;Hsu, Hsiao-Chen
贡献者:	人力資源管理研究所在職專班
关键词:	僕人式領導;主管與部屬交換理論;回饋尋求行為;工作績效;servant leadership;LMX theory;feedback seeking behavior;performance
日期:	2023-07-12
上传时间:	2024-09-19 14:08:56 (UTC+8)
出版者:	國立中央大學
摘要:	在全球環境受到Covid-19的影響下，不但改變也影響了大部分企業與工作者的工作環境與工作模式，在這麼巨大的變遷過程中也考驗著一個領導者是否可以接受新的工作模式之外，因為遠距產生的溝通方式也改變了，不斷來回往返的意見所產生的回饋尋求行為，是否對於改善或提升部屬的工作績效是有幫助的?在本次研究過程中，我們也同步思考主管與部屬之間的互動關係，是否也可直接影響部屬的工作績效提升有正向影響關係。我們發放並回收了256份有效問卷，經資料分析後發現，僕人式領導在回饋尋求行為與工作績效之間是否具有中介效果，以及在主管與部屬交換關係作為調節式中介是否有正相關。我們也希望了解僕人式領導的特性之外，同時也探討透過這樣的領導方式為何可以促進部屬願意回饋?回饋越多可以提高績效；若部屬不是接受僕人式領導方式者，透過主管與部屬的交換關係高低，是否也可影響工作績效表現。關鍵字：僕人式領導、主管與部屬交換理論(LMX)、回饋尋求行為、工作績效;The global environment has been affected by Covid-19, which has not only changed the working environment and working pattern of most companies and workers, but also tested whether a leader can accept the new working pattern in the process of such a huge change. Is the feedback-seeking behavior generated by the constant back and forth feedback helpful to improve or enhance the performance of subordinates? In the process of this study, we also considered whether the interaction between supervisors and their subordinates could also directly affect the performance of their subordinates in a positive way. We distributed and collected 256 valid questionnaires and analyzed the data to find out whether servant leadership mediates between feedback-seeking behavior and performance, and whether there is a positive correlation between the supervisor-subordinate exchange relationship as a moderating mediator. We also wanted to understand the characteristics of servant leadership, but also to explore why such a leadership style can promote the willingness of employees to give back. If the employees do not accept the servant leadership style, does the level of exchange between the supervisor and the employees also affect the performance of the job. Key words: servant leadership, LMX theory, feedback seeking behavior, performance
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