近年來雖有學者開始關注領導行為與部屬對主管情緒勞動的關係，然而主管領導行為是否會透過部屬對顧客的情緒勞動、影響其服務行為，仍有待釐清。此外，過去研究大多分別探討轉換型領導與不當督導兩種正、負面領導行為對員工態度與行為的影響，但這兩種截然不同的領導行為對部屬所造成之影響，仍缺乏研究將其整合。故本研究以涓滴模式為基礎，同時探討轉換型領導與不當督導是否會透過正、負向的涓滴歷程，進而影響部屬對顧客的情緒勞動策略，並反映在其正、負向服務行為上。再者，本研究亦企圖釐清正負向領導行為對部屬情緒勞動影響效果的適用情境，探討主管權力的大小，是否會更強化其領導行為的影響歷程。為了避免共同方法變異問題，本研究由不同來源及時間點、以配對問卷方式收集資料，分別由員工與其直屬主管間隔兩周進行填答。共收回194份有效配對問卷，研究樣本廣泛包含各產業的第一線服務人員。研究結果顯示，轉換型領導會透過提升部屬對顧客的深層演出，進而提高部屬的前瞻性顧客服務績效；反之，不當督導則會透過強化部屬對顧客的表層演出，進而增加服務破壞行為發生的可能性；最後，部屬知覺主管權力會正向干擾轉換型領導與部屬對顧客情緒勞動的關係。根據結果提出管理意涵如下：1.企業應確保主管領導能力；2.企業應加強員工情緒管理能力；3.高權力主管更應學習轉換型領導；4.主管應適時展示其權力。

In recent years, scholars have paid increasing attention to the relationship between leadership behaviors and subordinates' emotional labor. However, it's still unclear whether the leadership behaviors influence subordinates' service behaviors through emotional labor towards customers. Furthermore, most studies have separately examined the impacts of positive and negative leadership behaviors on employee attitudes and behaviors, while there's still lack of a research to test how these two leadership behaviors influence subordinates.
Based on the Trickle-Down Model, this study simultaneously examined how both transformational leadership and abusive supervision influence subordinates’ positive and negative service performance through subordinates’ emotional labor towards the customers. Moreover, this study also examines the moderated mediating effects of leadership power on the trickle-down processes. This research collected 194 paired questionnaires from both frontline service workers and their supervisors at different periods. The result showed that subordinates' deep acting toward customers mediated the relationship between managers' transformational leadership and subordinates' proactive customer service behavior, whereas their surface acting toward customers mediated the abusive supervision-service sabotage relationship. Finally, leadership power positively moderated the effect of transformational leadership on deep acting. The theoretical and practical implications are further discussed.

論文審定書 ⅰ
誌謝 ⅱ
摘要 ⅲ
Abstract ⅳ
目錄 ⅴ
圖次 ⅶ
表次 ⅷ
第一章 緒論 1
第二章 文獻探討 5
第一節 涓滴模型的定義與內涵 5
第二節 轉換型領導、員工深層演出與前瞻性顧客服務績效：正向涓滴歷程的觀點 5
第三節 不當督導、員工表層演出與服務破壞行為：負向涓滴歷程的觀點 7
第四節 主管正負向領導行為、部屬對顧客情緒勞動與服務行為：知覺主管權力的干擾式中介效果 9
第三章 研究方法 11
第一節 研究架構 11
第二節 研究樣本與施測程序 11
第三節 研究工具 12
第四節 資料分析方式 14
第四章 研究結果 15
第一節 各變數間敘述統計與相關係數 15
第二節 驗證性因素分析 15
第三節 區別效度檢驗 16
第四節 競爭模式分析 16
第五節 假設檢定 17
第五章 結論與建議 21
第一節 研究結論與理論貢獻 21
第二節 管理意涵 22
第三節 研究限制與未來研究建議 23
參考文獻 25
附錄：主管與部屬問卷 32

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