本研究試圖回答：「真誠領導會透過什麼中介變數影響員工當責行為？」本研究整合了過去文獻，以組織、員工兩個層次，發展一個由個體到群體的架構，探討真誠領導者對員工心理賦權及團隊凝聚力程度與員工當責行為的影響程度，故區別個人層次心理賦權及組織層次的團隊凝聚力兩個層次分別深入地探討兩個層次其中介效果，驗證影響員工當責之關鍵角色。 本研究採用階層線性模型進行分析，以某科技業光電廠內部員工作為問卷樣本對象，問卷共發放350份，有效問卷共300份(有效問卷回收率為85.7%）。 在不同觀點下，員工的心理賦權與團隊凝聚力所放置的層次將會有所不同，因此本研究將分為三個部分進行探討，第一部分為探討真誠領導對於員工當責關聯性；第二部分探討真誠領導會透過個別員工心理賦權對員工當責行為是否具有中介效果；第三部分為真誠領導會透過整體員工之團隊凝聚力在與員工當責是否具有中介效果。研究結果顯示真誠領導會透過個別員工心理賦權對員工當責行為具有部分中介影響效果；另一方面，真誠領導會透過整體員工之團隊凝聚力在與員工當責亦具有中介影響效果。 本研究貢獻可以分為三個部分： 一、真誠領導與員工當責具有正向相關。 二、真誠領導透過中介變數之個人層面的心理賦權及組織層面的團隊凝聚力驗證對員工當責行為具有正向影響性，證實真誠領導會透過個人層面或組織層面中介變數，進而促使員工當責自主的行為。 三、採用階層線性模型對整體架構進行跨層次分析與探討，可以有效且精確評估影響員工當責行為變異，並使用多層次中介效果檢驗原理，將整體模型投入HLM進行驗證，藉以減少分析的誤差。 ;This study provides a investigation on how authentic leadership stimulates accountability behavior through some influencing mediators. Through researches, I can further explain the relationship with authentic leadership and intermediary role of psychological empowerment and group bonding to raise employees self-accountabilities. In this study, hierarchical linear model was used on optical penal manufacturer as a sample target.350 questionnaires were distributed total of 300 valid questionnaires returned for the study. (Response rate is 85.7%). Simply looking from different perspectives will obtain psychological empowerment and team cohesion on different levels. The research was divided into two parts. First, I examined the mediating effect of psychological empowerment relationship between authentic leadership and accountability behavior. Second, I examined the mediating effect of organizational group cohesiveness relationship between authentic leadership and accountability behavior. The results were positive in corresponding to the hypotheses. This study contributes in four aspects. First, I integrated the entire organization and employees into two-level framework, and hypothetical theory was raised that authentic leadership can stimulate employee’s self-accountability. Second, I proved that psychological empowerment plays as a key mediator in the authentic leadership to employee′s self-accountability. Third, I discovered that group cohesiveness also a key mediator in the relationship between the authentic leadership and employee’s self-accountability. Fourth, hierarchical liner modeling was used to analyze the hypotheses through crossed-level approaches. Hierarchical liner modeling accurately analyzed the mediators those affected employee’s self-accountabilities through extensive analytical models including the HLM cross references to help reduce the analytical deviations.
