博碩士論文 106450032 詳細資訊




以作者查詢圖書館館藏 以作者查詢臺灣博碩士 以作者查詢全國書目 勘誤回報 、線上人數:14 、訪客IP:18.117.182.179
姓名 陳慶源(Ching-Yuan Chen)  查詢紙本館藏   畢業系所 高階主管企管碩士班
論文名稱 矛盾領導行為與部屬工作行為表現關聯性之探討:以部屬思維層面變數與矛盾追隨行為為中介變項
相關論文
★ 溝通與領導課程訓練成效之分析★ 母國企業直線主管領導風格與國際 人力資源管理措施對外派人員績效之影響
★ 豐田管理模式之人才培育對品質與成本之影響-以某汽車公司為例★ 360 度回饋系統對企業主管行為改變意圖的影響-以跨國飲料 SC 公司為例
★ 兩岸研發人員職能發展應用研究-以M公司為例★ 企業併購過程中的人力資源角色
★ 組織變革成功個案分析 - John P. Kotter 領導變革八大步驟之觀點★ 社群網站經營模式分析-以『BB-BOX』網站為例
★ 觸控IC經營策略之個案研究-以A公司為例★ 科技研發單位實施接班人計畫之探討─以國內某科技研發單位為例
★ 面對數位匯流,傳統媒體代理商應對策略探討─以安吉斯集團偉視捷媒體公司為例★ 台灣光電產業選擇產品認證外包廠商的決定因素─以發光二極體照明產品為例
★ 團隊激勵獎金與團隊績效關連性之研究★ 晶圓代工業關鍵成功因素的探討—以台積公司為例
★ 員工潛能與績效對員工晉升的影響--以營造建築業為例★ 建構整合性智慧健康照護網絡─以中壢天晟醫院醫療小管家為例
檔案 [Endnote RIS 格式]    [Bibtex 格式]    [相關文章]   [文章引用]   [完整記錄]   [館藏目錄]   [檢視]  [下載]
  1. 本電子論文使用權限為同意立即開放。
  2. 已達開放權限電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。
  3. 請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。

摘要(中) 隨著競爭環境日益激烈,企業需面臨越來越多經營策略上矛盾兩難的問題,領導者與追隨者也就必須面對這種矛盾的工作要求,以提升組織競爭力與永續發展。然而過去的研究多侷限在矛盾領導者或矛盾追隨者單一方面領域的相關議題研究,鮮少有對領導者與追隨者彼此矛盾行為的展現有何關聯,以及對追隨者的工作行為表現又有何影響的議題作深入探討。
本研究旨在延伸矛盾領導行為與矛盾追隨行為的相關研究,亦根據社會學習理論,探討矛盾領導行為是否影響部屬整合性思維、部屬複雜整合力及部屬矛盾思維等認知思維層面,另這些思維層面是否影響矛盾追隨行為的展現,最後反應在其工作行為表現上。
本研究蒐集台灣企業主管部屬配對共669份有效問卷樣本,研究結果顯示(1)矛盾領導行為對部屬整合性思維有顯著的正向影響;(2)矛盾領導行為對部屬複雜整合力有顯著的正向影響;(3)矛盾領導行為對部屬矛盾思維有顯著的正向影響;(4)部屬矛盾思維對矛盾追隨行為有正向影響效果;(5)矛盾追隨行為對部屬的任務熟練度行為有顯著的正向影響;(6)矛盾追隨行為對部屬的適應性行為有顯著的正向影響;(7)矛盾追隨行為對部屬的主動性行為有顯著的正向影響;(8)主管的矛盾領導行為會透過部屬矛盾思維以及矛盾追隨行為,而對其任務熟練度、適應性與主動性行為產生正向影響。
摘要(英) As our environment become competitive and the increasing the uncertainty in industrial world. Enterprises need to face more paradoxical business strategies in the future. Leaders and followers must also face the challenge like such paradoxical work requirements to enhance organizational competitiveness and sustainable development. The past research has been limited to the study of related issues in the field of paradoxical leaders or paradoxical followers and there are not having much research address the relevance between the behavior of both leader and follower and the work role performance of followers.
The purpose of this study was to extend the relevant research on paradoxical leadership behavior and paradoxical followership behavior. It also explores whether paradoxical leadership behavior affects cognitive thinking such as subordinate holistic thinking, integrative complexity and paradoxical mindset according to social learning theory. Whether these levels of subordinate thinking affect the performance of paradoxical followership behavior, and finally reflect on the work role performance of subordinate.
This study collected a total of 669 valid supervisor-subordinate dyads questionnaires from Taiwan′s corporates. The results show that (1) paradoxical leadership behavior has a positive effect on the holistic thinking of subordinates;(2) paradoxical leadership behavior has a positive effect on the integrative complexity of subordinates;(3) paradoxical leadership behavior has a positive effect on the paradox mindset;(4) the paradox mindset of subordinates has a positive effect on the paradoxical followership behavior;(5) the paradoxical followership behavior has a positive effect on task proficiency behavior of subordinates;(6) the paradoxical followership behavior has a positive effect on adaptive behavior of subordinates;(7) the paradoxical followership behavior has a positive effect on proactive behavior of subordinates;(8) the paradoxical leadership behavior has a positive effect on task proficiency, adaptive and proactive behavior of subordinates through the paradox mindset and paradoxical followership behavior of subordinates.
關鍵字(中) ★ 矛盾領導行為
★ 矛盾追隨行為
★ 整合性思維
★ 複雜整合力
★ 矛盾思維
★ 任務熟練度行為
★ 適應性行為
★ 主動性行為
關鍵字(英) ★ Paradoxical Leadership Behavior
★ Paradoxical Followership Behavior
★ Holistic Thinking
★ Integrative Complexity
★ Paradox Mindset
★ Task Proficiency Behavior
★ Adaptive Behavior
★ Proactive Behavior
論文目次 第一章 緒論 1
研究背景與動機 1
研究目的 6
第二章 文獻探討 7
社會學習理論 7
矛盾概念 9
矛盾領導行為(Paradoxical Leadership Behavior, PLB) 10
部屬思維層面變數 12
矛盾追隨行為(Paradoxical Followership Behavior, PFB) 14
部屬工作行為表現 16
矛盾領導行為與部屬思維層面變數的關聯 18
部屬思維層面與矛盾追隨行為的關聯 19
矛盾追隨行為與部屬工作行為表現的關聯 22
第三章 研究方法 24
研究架構 24
研究樣本與程序 25
研究變數的衡量 26
資料分析與統計方法 31
第四章 研究結果 33
資料來源與樣本特性 33
信度與效度分析 36
相關分析 45
假設模型檢驗 47
第五章 結論與建議 53
研究結果與討論 53
學術貢獻 56
實務貢獻 57
管理意涵 57
研究限制與未來建議 59
參考文獻 62
英文文獻 62
中文文獻 72
參考文獻 英文文獻
[1] Aragón-Correa, J. A. (1998). "Strategic Proactivity and Firm Approach to the Natural Environment." Academy of Management Journal, 41(5), 556–567.
[2] Bandura, A. (1977). Social learning theory. Social learning theory. Oxford, England: Prentice-Hall.
[3] Bartunek, J. M. (1984)." Changing Interpretive Schemes and Organizational Restructuring: The Example of a Religious Order." Administrative Science Quarterly, 29(3), 355–372.
[4] Bartunek, J. M. (1988). "The dynamics of personal and organizational reframing." Paradox and Transformation: Toward a Theory of Change in Organization and Management, 137, 162.
[5] Bentler, P. M., &Bonett, D. G. (1980). "Significance tests and goodness of fit in the analysis of covariance structures." Psychological Bulletin, 88(3), 588–606.
[6] Bjugstad, K., Thach, E. C., Thompson, K. J., &Morris, A. (2006). "A fresh look at followership: A model for matching followership and leadership styles." Journal of Chemical Information and Modeling, 7(3), 304–319.
[7] Bjugstad, K., Thach, E., J. Thompson, K., &Morris, A. (2006). "A Fresh Look at Followership: A Model for Matching Followership and Leadership Styles." Journal of Behavioral and Applied Management, 7.
[8] Borman, W. C., &Motowidlo, S. M. (1993). "Expanding the Criterion Domain to Include Elements of Contextual Performance." In N.Schmitt &W. C.Borman (Eds.), Personnel Selection in Organizations (pp. 71–98). San Francisco: Jossey-Bass.
[9] Breivik, E., &Olsson, U. H. (2001). "Adding variables to improve fit: The effect of model size on fit assessment in LISREL." Structural Equation Modeling: Present and Future, 169–194.
[10] Cameron, K. S., &Quinn, R. E. (1988). "Organizational paradox and transformation." In Paradox and transformation: Toward a theory of change in organization and management. (pp. 1–18). New York, NY, US: Ballinger Publishing Co/Harper & Row Publishers.
[11] Campbell, D. J. (2000). "The proactive employee: Managing workplace initiative." Academy of Management Perspectives, 14(3), 52–66.
[12] Campbell, J. P., McCloy, R. A., Oppler, S. H., &Sager, C. E. (1993). "A theory of performance." In N. Schmitt, W. C.Borman, &associates (Eds.), Personnel selection in organizations (pp. 35–69). San Francisco: Jossey-Bass.
[13] Carsten, M. K., Uhl-Bien, M., West, B. J., Patera, J. L., &McGregor, R. (2010). "Exploring social constructions of followership: A qualitative study." The Leadership Quarterly, 21(3), 543–562.
[14] Chaleff, I. (2009). The Courageous Follower: Standing Up to and for Our Leaders (Third). San Francisco: Berrett-Koehler Publishers, Inc.
[15] Chatman, J. A., Polzer, J. T., Barsade, S. G., &Neale, M. A. (1998). "Being Different Yet Feeling Similar: The Influence of Demographic Composition and Organizational Culture on Work Processes and Outcomes." Administrative Science Quarterly, 43(4), 749–780.
[16] Chen, M.-J. (2002). "Transcending Paradox: The Chinese “Middle Way” Perspective." Asia Pacific Journal of Management, 19(2/3), 179.
[17] Chen, M. J. (2008). "Reconceptualizing the competition - Cooperation relationship: A transparadox perspective." Journal of Management Inquiry, 17(4), 288–304.
[18] Chen, X., Xie, X., &Chang, S. (2011). "Cooperative and Competitive Orientation Among Chinese People: Scale Development and Validation." Ssrn, 353–379.
[19] Choi, I., Koo, M., &Jong An Choi. (2007). "Individual Differences in Analytic Versus Holistic Thinking." Personality and Social Psychology Bulletin, 33(5), 691–705.
[20] Choi, I., &Nisbett, R. E. (2000). "Cultural psychology of surprise: Holistic theories and recognition of contradiction." Journal of Personality and Social Psychology, 79(6), 890–905.
[21] Denison, D. R., Hooijberg, R., &Quinn, R. E. (1995). "Paradox and Performance: Toward a Theory of Behavioral Complexity in Managerial Leadership." Organization Science, 6(5), 524–540.
[22] Detert, J. R., &Burris, E. R. (2007). "Leadership Behavior and Employee Voice: Is the Door Really Open?" Academy of Management Journal, 50(4), 869–884.
[23] Dixon, G., &Westbrook, J. (2003). "Followers revealed." EMJ - Engineering Management Journal, 15(1), 19–26.
[24] Dobrow, S. R., Smith, W. K., &Posner, M. A. (2011). "Managing the grading paradox: Leveraging the power of choice in the classroom." Academy of Management Learning and Education, 10(2), 261–276.
[25] Dyne, L.Van, Ang, S., &Botero, I. C. (2003). "Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs*." Journal of Management Studies, 40(6), 1359–1392.
[26] Eisenhardt, K. M., &Westcott, B. J. (1988). "Paradoxical demands and the creation of excellence: The case of just-in-time manufacturing." In Paradox and transformation: Toward a theory of change in organization and management. (pp. 169–193). New York, NY, US: Ballinger Publishing Co/Harper & Row Publishers.
[27] Ella, M.-S., &Erez, M. (2016). "LOOKING AT CREATIVITY THROUGH A PARADOX LENS: DEEPER UNDERSTANDING AND NEW INSIGHTS." In W. K.Smith, M. W.Lewis, P.Jarzabkowski, &A.Langley (Eds.), The Oxford Handbook of Organizational Paradox (p. 434). Oxford University Press.
[28] Ellwood, C. A. (1901). "The Theory of Imitation in Social Psychology." American Journal of Sociology, 6(6), 721–741.
[29] Emerson, R. M. (1962). "Power-Dependence Relations." American Sociological Review, 27(1), 31.
[30] GALVIN, B. M., WALDMAN, D. A., &BALTHAZARD, P. (2010). "VISIONARY COMMUNICATION QUALITIES AS MEDIATORS OF THE RELATIONSHIP BETWEEN NARCISSISM AND ATTRIBUTIONS OF LEADER CHARISMA." Personnel Psychology, 63(3), 509–537.
[31] 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), 827–844.
[32] Gneezy, U., Niederle, M., &Rustichini, A. (2003). "Performance in Competitive Environments: Gender Differences." The Quarterly Journal of Economics, 118(3), 1049–1074.
[33] Graen, G., &Uhl-Bien, M. (1991). "The transformation of professionals into self-managing and partially self-designing contributors: toward a theory of leadership making." Journal of Management Systems, 3(3), 25–39.
[34] Griffin, M. A., Neal, A., &Parker, S. K. (2007). "A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts." Academy of Management Journal, 50(2), 327–347.
[35] Hackman, J. R., Oldham, G., Janson, R., &Purdy, K. (1975). "A New Strategy for Job Enrichment." California Management Review, 17(4), 57–71.
[36] Hair, J., Black, W., Babin, B., &Anderson, R. (2009). Multivariate Data Analysis (7th Edition). Prentice Hall.
[37] Heslin, P. A., &Latham, G. P. (2004). "The Effect of Upward Feedback on Managerial Behavior." Applied Psychology, 53(1), 23–37.
[38] Hilgard, E. R., &Bower, G. H. (1966). Theories of learning, 3rd ed. Theories of learning, 3rd ed. East Norwalk, CT, US: Appleton-Century-Crofts.
[39] Hogan, R., Raskin, R., &Fazzini, D. (1990). "The dark side of charisma." In Measures of leadership. (pp. 343–354). West Orange, NJ, US: Leadership Library of America.
[40] Hollander, E. P. (1993). "Legitimacy, power, and influence: A perspective on relational features of leadership." In Leadership theory and research: Perspectives and directions. (pp. 29–47). San Diego, CA, US: Academic Press.
[41] Howard, A. (Ed.). (1995). The changing nature of work. The changing nature of work. San Francisco, CA, US: Jossey-Bass.
[42] Howell, J. M., Neufeld, D. J., &Avolio, B. J. (2005). "Examining the relationship of leadership and physical distance with business unit performance." The Leadership Quarterly, 16(2), 273–285.
[43] Hu, L. T., &Bentler, P. M. (1999). "Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives." Structural Equation Modeling, 6(1), 1–55.
[44] Ilgen, D. R., &Pulakos, E. D. (1999). "Employee performance in today’s organizations." In D. R.Ilgen &E. D.Pulakos (Eds.), The Changing Nature of Performance: Implications for Staffing, Motivation, and Development (pp. 21–55). San Francisco, CA, US: Jossey-Bass Inc.
[45] Jeff W. Johnson. (2003). "Toward a Better Understanding of the Relationship Between Personality and Individual Job Performance." Personality and Work: Reconsidering the Role of Personality in Organizations, 83–120.
[46] Jong, A.De., &Ruyter, K.De. (2004). "Adaptive versus Proactive Behavior in Service Recovery: The Role of Self‐Managing Teams." Decision Sciences, 35(3), 457–491.
[47] Junker, N. M., Stegmann, S., Braun, S., &VanDick, R. (2016). "The ideal and the counter-ideal follower – advancing implicit followership theories." Leadership & Organization Development Journal, 37(8), 1205–1222.
[48] Keller, J., Loewenstein, J., &Yan, J. (2017). "Culture, Conditions and Paradoxical Frames." Organization Studies, 38(3–4), 539–560.
[49] Kellerman, B. (2007). "What every leader needs to know about followers." Harvard Business Review, 85(12), 84–91, 145.
[50] Lee, A., Thomas, G., Martin, R., &Guillaume, Y. (2017). "Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support." Journal of Management.
[51] Lewis, M. W. (2000). "Exploring Paradox: Toward a More Comprehensive Guide." Academy of Management Review, 25(4), 760–776.
[52] Lyness, K. S., &Heilman, M. E. (2006). "When fit is fundamental: Performance evaluations and promotions of upper-level female and male managers." Journal of Applied Psychology, 91(4), 777–785.
[53] Magnusson, D., &Törestad, B. (1993). "A holistic view of personality: A model revisited." Annual Review of Psychology, 44, 427–452.
[54] Mathieu, J. E., &Farr, J. L. (1991). "Further Evidence for the Discriminant Validity of Measures of Organizational Commitment , Job Involvement , and Job Satisfaction." Journal of Applied Psychology, 76(1), 127–133.
[55] Methot, J. R., Melwani, S., &Rothman, N. B. (2017). "The Space Between Us: A Social-Functional Emotions View of Ambivalent and Indifferent Workplace Relationships." Journal of Management, 43(6), 1789–1819.
[56] Miron-Spektor, E., Gino, F., &Argote, L. (2011). "Paradoxical frames and creative sparks: Enhancing individual creativity through conflict and integration." Organizational Behavior and Human Decision Processes, 116(2), 229–240.
[57] Miron-Spektor, E., Ingram, A., Keller, J., Smith, W. K., &Lewis, M. W. (2017). "Microfoundations of Organizational Paradox: The Problem Is How We Think about the Problem." Academy of Management Journal, 61(1), 26–45.
[58] Mulaik, S. A., James, L. R., VanAlstine, J., Bennett, N., Lind, S., &Stilwell, C. D. (1989). "Evaluation of goodness-of-fit indices for structural equation models." Psychological Bulletin, 105(3), 430–445.
[59] Murphy, P. R., &Jackson, S. E. (1999). "Managing work-role performance: Challenges for 21st century organizations and employees." In D. R.Ilgen &E. D.Pulakos (Eds.), The Changing Nature of Performance: Implications for Staffing, Motivation, and Development (pp. 325–365). San Francisco, CA, US: Jossey-Bass Inc.
[60] Neal, A. F., &Hesketh, B. (1999). "Technology and performance." In D.Ilgen &D.Pulakos (Eds.), The Changing Nature of performance: Implications for Staffing, Motivation and Development (pp. 21–55). San Francisco: Jossey-Bass.
[61] NG, T. W. H., EBY, L. T., SORENSEN, K. L., &FELDMAN, D. C. (2005). "PREDICTORS OF OBJECTIVE AND SUBJECTIVE CAREER SUCCESS: A META-ANALYSIS." Personnel Psychology, 58(2), 367–408.
[62] NG, T. W. H., &FELDMAN, D. C. (2009). "HOW BROADLY DOES EDUCATION CONTRIBUTE TO JOB PERFORMANCE?" Personnel Psychology, 62(1), 89–134.
[63] Nisbett, R. E., Peng, K., Choi, I., &Norenzayan, A. (2001). "Culture and systems of thought: Holistic versus analytic cognition." Psychological Review, 108(2), 291–310.
[64] Nunnally, J. C., &Bernstein, I. H. (1978). Psychometric theory. McGraw-Hill New York.
[65] Olchi, W. G. (1978). "The Transmission of Control Through Organizational Hierarchy." Academy of Management Journal, 21(2), 173–192.
[66] P. M. Bentler. (1990). "Comparative fit indices in structural models." Psychological Bulletin, 107(2), 238–246.
[67] Parker, S. K. (2000). "From passive to proactive motivation: The importance of flexible role orientations and role breadth self-efficacy." Applied Psychology, 49(3), 447–469.
[68] Parker, S. K., Williams, H. M., &Turner, N. (2006). "Modeling the antecedents of proactive behavior at work." Journal of Applied Psychology, 91(3), 636–652.
[69] Peng, K., &Nisbett, R. E. (1999). "CULTURE, DIALECTICS, AND REASONING ABOUT CONTRADICTION." American Psychologist.
[70] Poole, M. S., &Van deVen, A. H. (1989). "Using Paradox to Build Management and Organization Theories." Academy of Management Review, 14(4), 562–578.
[71] Popper, M., &Lipshitz, R. (1992). "Coaching on leadership." Leadership & Organization Development Journal, 13(7), 15–18.
[72] Pulakos, E. D., Arad, S., Donovan, M. A., &Plamondon, K. E. (2000). "Adaptability in the workplace: Development of a taxonomy of adaptive performance." Journal of Applied Psychology, 85(4), 612–624.
[73] Robert E. Kelley. (1988). "In Praise of Followers." Harvard Business Review, 8.
[74] Rosenbach, W. E., Pittman, T. S., &Iii, E. H. P. (2012). "What Makes A Follower." In Rosenbach, W.E., Taylor, R.L, &Youndt (Eds.), Contemporary Issues In Leadership (7th ed.). Westview Press.
[75] Rothman, N. B., &Melwani, S. (2017). "Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders." Academy of Management Review, 42(2), 259–282.
[76] Rushton, J. P., Brainerd, C. J., &Pressley, M. (1983). "Behavioral development and construct validity: The principle of aggregation." Psychological Bulletin, 94(1), 18–38.
[77] Schneider, K. J. (1990). The paradoxical self: Toward an understanding of our contradictory nature. New York, NY, US: Insight Books/Plenum Press.
[78] Shamir, B. (1995). "Social distance and charisma: Theoretical notes and an exploratory study." The Leadership Quarterly, 6(1), 19–47.
[79] Smith, K. K., &Berg, D. N. (1987). Paradoxes of group life: Understanding conflict, paralysis, and movement in group dynamics. San Francisco, CA, US: Jossey-Bass.
[80] Smith, W. K., &Lewis, M. W. (2011). "Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing." Academy of Management Review, 36(2), 381–403.
[81] Smith, W. K., &Tushman, M. L. (2005). "Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams." Organization Science, 16(5), 522–536.
[82] Suedfeld, P., &Tetlock, P. (1977). "Integrative Complexity of Communications in International Crises." Journal of Conflict Resolution, 21(1), 169–184.
[83] Suedfeld, P., Tetlock, P. E., &Streufert, S. (1992). "Conceptual/integrative complexity." In C. P.Smith (Ed.), Motivation and personality (pp. 393–400). Cambridge: Cambridge University Press.
[84] Tadmor, C. T., Galinsky, A. D., &Maddux, W. W. (2012). "Getting the most out of living abroad: Biculturalism and integrative complexity as key drivers of creative and professional success." Journal of Personality and Social Psychology, 103(3), 520–542.
[85] Tetlock, P. E., Peterson, R. S., &Berry, J. M. (1993). "Flattering and Unflattering Personality Portraits of Integratively Simple and Complex Managers." Journal of Personality and Social Psychology, 64(3), 500-511.
[86] Tushman, M. L., Smith, W. K., &Binns, A. (2011). "The ambidextrous CEO." Harvard Business Review, 89(6), 74–80, 136.
[87] Vince, R., &Broussine, M. (1996). "Underlying Organizational Change." Organization Studies, 17(1), 1–21.
[88] Watzlawick, P., Weakland, J. H., &Fisch, R. (1974). Change: Principles of problem formation and problem resolution. Oxford, England: W. W. Norton.
[89] Wheaton, B. (1987). "Assessment of Fit in Overidentified Models with Latent Variables." Sociological Methods & Research, 16(1), 118–154.
[90] Wong, E. M., Ormiston, M. E., &Tetlock, P. E. (2011). "The Effects of Top Management Team Integrative Complexity and Decentralized Decision Making on Corporate Social Performance." Academy of Management Journal, 54(6), 1207–1228.
[91] Yagil, D. (1998). "Charismatic leadership and organizational hierarchy: Attribution of charisma to close and distant leaders." The Leadership Quarterly, 9(2), 161–176.
[92] Yukl, G., &Mahsud, R. (2010). "Why flexible and adaptive leadership is essential." Consulting Psychology Journal: Practice and Research, 62(2), 81–93.
[93] 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.

中文文獻
[1] 李晶晶,「班杜拉社會學習理論述評」,沙洋師範高等專科學校學報,5,民國九十三年。
[2] 林文政,「銳利、嚴格卻不傷人的領導者」,經理人,2016年6月。取自https://www.managertoday.com.tw/columns/view/52696
[3] 林真余,「矛盾領導行為與目標導向的關係:檢視團隊成員關係品質的中介效果」,國立中山大學,碩士論文,民國一零五年。
[4] 邱郁雅,「矛盾追隨行為量表之建立」,國立中央大學,碩士論文,民國一零六年。
[5] 邹淑宜,「整合式思維、複雜整合力、任務性績效與矛盾追 隨行為關聯性之探討」,國立中央大學,碩士論文,民國一零七年。
[6] 張容瑄,「矛盾追隨行為前因及後果探討」,國立中央大學,碩士論文,民國一零六年。
[7] 傅馨瑩,「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探討」,國立中央大學,碩士論文,民國一零七年。
[8] 彭台光,高月慈,林鉦棽,「管理研究中的共同方法變異:問題本質、影響、測試和補救」,管理學報, 23(1),77–98頁,民國九十五年。
[9] 黃芳銘,結構方程模式-理論與應用,五南圖書出版股份有限公司,民國一零四年。
[10] 黃熾森,研究方法入門-組織行為及人力資源的應用 (二版),鼎茂圖書出版股份有限公司,民國一百年。
[11] 溫福星,階層線性模式:原理方法與應用,雙葉書廊,民國九十五年。
[12] 劉建军,「領導學原理」,科學與藝術 (一版),中國大陸上海:复旦大學出版社,民國九十年。
[13] 潘涵筠,「功高震主的權力分析:權力差距理論的驗證」,國立臺灣大學,民國九十九年。
[14] 鄧伊惠,「矛盾領導行為與部屬任務性績效的關聯性 ─以部屬複雜整合力及部屬整合性思維為中介變項」,國立中央大學,碩士論文,民國一零七年。
指導教授 林文政 審核日期 2019-6-5
推文 facebook   plurk   twitter   funp   google   live   udn   HD   myshare   reddit   netvibes   friend   youpush   delicious   baidu   
網路書籤 Google bookmarks   del.icio.us   hemidemi   myshare   

若有論文相關問題,請聯絡國立中央大學圖書館推廣服務組 TEL:(03)422-7151轉57407,或E-mail聯絡  - 隱私權政策聲明