Responsive image
博碩士論文 etd-0111113-144351 詳細資訊
Title page for etd-0111113-144351
論文名稱
Title
轉換型領導對部屬行為的影響:主管導向公民行為與印象管理行為
The Impact of Transformational Leadership on Subordinates’ Behavior: Supervisor-focused Citizenship Behavior and Impression Management.
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
55
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2013-01-07
繳交日期
Date of Submission
2013-01-11
關鍵字
Keywords
對主管公民行為、對主管印象管理行為、轉換型領導、對主管認同
Identification with Supervisor, Supervisor-focused Impression Management, Transformational Leadership, Supervisor-focused Citizenship Behavior
統計
Statistics
本論文已被瀏覽 5824 次,被下載 573
The thesis/dissertation has been browsed 5824 times, has been downloaded 573 times.
中文摘要
本研究主要討論部屬對轉換型領導人的認同對主管公民行為與印象管理行為的影響。為了檢驗本研究所提出的各項假設,本研究以兩階段之研究設計,總共收集144份部屬問卷,分別隸屬64名領導人。研究結果顯示轉換型領導行為將提升部屬對主管認同的形成。而部屬對主管的認同將同時引起主管導向之公民行為與印象管理行為的產生。根據研究結果,研究者分別提出學術與管理上的貢獻與建議。
Abstract
The purpose of this research is to discuss the effects of subordinates' identification with transformational leaders on the following outcomes, supervisor-focused citizenship behavior and impression management. This study was conducted via two-wave research design, and a total of 114 subordinate questionnaires under the supervision of 64 leaders were collected. The findings demonstrate that there is a positive linkage between transformational leadership and subordinates’ identification with the leader and such identification further brings about supervisor-focused citizenship behavior and impression management. Based on the research findings, future suggestions for research and practitioners are proposed.
目次 Table of Contents
目錄
表目錄..........................................................................................................................i
圖目錄..........................................................................................................................ii
第一章緒論..............................................................................................................1
第一節前言......................................................................................................1
第二節研究目的..............................................................................................4
第二章文獻回顧......................................................................................................5
第一節轉換型領導行為..................................................................................5
第二節公民行為與印象管理行為..................................................................11
第三節轉換型領導行為與對主管認同..........................................................17
第四節對主管認同對員工行為之影響以及中介機制..................................20
第三章研究方法......................................................................................................25
第一節資料收集方式與樣本特性..................................................................25
第二節變項測量..............................................................................................27
第三節分析工具..............................................................................................30
第四章研究結果........................................................................................................31
第一節區辨效度..............................................................................................31
第二節資料彙整..............................................................................................32
第三節相關分析..............................................................................................33
第四節假設驗證..............................................................................................35
第五章結論與建議..................................................................................................37
第一節理論與管理上的意涵..........................................................................37
第二節研究限制與後續研究建議..................................................................40
附錄..............................................................................................................................41
表目錄
表 2-1 社會化與個人化領導風格............................................................................9
表2-2 印象管理的組成..........................................................................................15
表2-3 認同動機與認同對象管關連......................................................................17
表2-4 自我概念的層面..........................................................................................20
表3-1 樣本特性......................................................................................................26
表4-1 最大概似法驗証性因素分析之結果..........................................................31
表4-2 變項之平均數、標準差與相關係數............................................................34
表4-3 分析結果......................................................................................................36
表4-4 分析結果與各項假設對照表......................................................................36
圖目錄
圖 2-1 研究概念性架構..........................................................................................24
參考文獻 References
Andrews, M. C., & Kacmar, K. M. (2001). Impression management by association: Construction and validation of a scale. Journal of Vocational Behavior, 58(1), 142-161.
Arnold, K. A., Turner, N., Barling, J., Kelloway, E. K., & McKee, M. C. (2007). Transformational leadership and psychological well-being: the mediating role of meaningful work. Journal of occupational health psychology, 12(3), 193-203.
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
Atwater, L. E., & Yammarino, F. J. (1996). Bases of power in relation to leader behavior: A field investigation. Journal of Business and Psychology, 11(1), 3-22.
Barling, J., Christie, A., & Turner, N. (2008). Pseudo-transformational leadership: Towards the development and test of a model. Journal of Business Ethics, 81(4), 851-861.
Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Bass, B. M. (1990). Bass and Stogdill's handbook of leadership: Free Press.
Bass, B. M. (1998). Transformational leadership: Industry, military, and educational impact. Mahwah, NJ: Erlbaum.
Bass, B. M. (1999). On the taming of charisma: A reply to Janice Beyer. Leadership Quarterly, 10(4), 541–553.
Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the Multifactor Leadership Questionnaire. Redwood City, CA: Mind Garden.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Mahwah, NJ: Lawrence Erlbaum.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217.
Baumeister, R. F., & Leary, M. R. (1995). The need to belong: desire for interpersonal attachments as a fundamental human motivation. Psychological bulletin, 117(3), 497-529.
Becker, T. E. (1992). Foci and bases of commitment: are they distinctions worth making? Academy of Management Journal, 35(1), 232-244.
Bolino, M. C., & Turnley, W. (2003). Going the extra mile: Cultivating and managing employee citizenship behavior. Academy of Management Executive, 17(3), 60-71.
Bolino, M. C., Varela, J. A., Bande, B., & Turnley, W. H. (2006). The impact of impression-management tactics on supervisor ratings of organizational citizenship behavior. Journal of Organizational Behavior, 27(3), 281-297.
Bozeman, D. P., & Kacmar, K. M. (1997). A cybernetic model of impression management processes in organizations. Organizational Behavior and Human Decision Processes, 69(1), 9-30.
Brewer, M. B., & Gardner, W. (1996). Who is this" We"? Levels of collective identity and self representations. Journal of Personality and Social Psychology, 71(1), 83.
Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Castro, C. B., Perinan, M. M. V., & Bueno, J. C. C. (2008). Transformational leadership and followers' attitudes: the mediating role of psychological empowerment. The International Journal of Human Resource Management, 19(10), 1842-1863.
Chan, D. (1998). Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of Applied Psychology, 83(2), 234-246.
Chen, Z. X., Tsui, A. S., & Farh, J. L. (2002). Loyalty to supervisor vs. organizational commitment: Relationships to employee performance in China. Journal of Occupational and Organizational Psychology, 75(3), 339-356.
Christie, A., Barling, J., & Turner, N. (2011). Pseudo-transformational Leadership: Model specification and outcomes. Journal of Applied Social Psychology, 41(12), 2943-2984.
Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12(4)637-647.
Conger, J. A., & Kanungo, R. N. (1998). Charismatic leadership in organizations. Thousand Oaks, CA; Sage Publications.
Cooper, D., & Thatcher, S. M. B. (2010). Identification in organizations: The role of self-concept orientations and identification motives. Academy of Management Review, 35(4), 516-538.
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.
Downton, J. V. (1973). Rebel leadership: Commitment and charisma in the revolutionary process. New York: Free Press.
Dutton, J. E., Dukerich, J. M., & Harquail, C. V. (1994). Organizational images and member identification. Administrative Science Quarterly, 39(2), 239-263.
Eisenbeis, S. A., & Boerner, S. (2011). A double-edged Sword: Transformational leadership and individual creativity. British Journal of Management. doi: 10.1111/j.1467-8551.2011.00786.x
Fiske, S. T., & Taylor, S. E. (1991). Social cognition (2nd ed.). New York: McGraw-Hill.
Fornell, C., & Bookstein, F. L. (1982). Two structural equation models: LISREL and PLS applied to consumer exit-voice theory. Journal of Marketing Research, 19(4), 440-452.
Gao, L., Janssen, O., & Shi, K. (2011). Leader trust and employee voice: The moderating role of empowering leader behaviors. Leadership Quarterly, 22(4), 787-798.
Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62(4), 461-473.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
Hobman, E. V., Jackson, C. J., Jimmieson, N. L., & Martin, R. (2011). The effects of transformational leadership behaviours on follower outcomes: An identity-based analysis. European Journal of Work and Organizational Psychology, 20(4), 553-580.
Hofmann, D. A., & Gavin, M. B. (1998). Centering decisions in hierarchical linear models: Implications for research in organizations. Journal of Management, 24(5), 623-641.
Hofmann, D. A., & Stetzer, A. (1996). A cross-level investigation of factors influencing unsafe behaviors and accidents. Personnel Psychology, 49(2), 307-339.
Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5(3), 184-200.
Hogg, M. A., & Grieve, P. (1999). Social identity theory and the crisis of confidence in social psychology: A commentary, and some research on uncertainty reduction. Asian Journal of Social Psychology, 2(1), 79-93.
Hogg, M. A., & Terry, D. J. (2000). Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25(1), 121-140.
Hogg, M. A., Terry, D. J., & White, K. M. (1995). A tale of two theories: A critical comparison of identity theory with social identity theory. Social Psychology Quarterly 58(4), 255-269.
House, R. J. (1977). A 1976 theory of charismatic leadership effectiveness. In J. G. Hunt and L. L. Hunt (Eds.), Leadership: The cutting edge. Carbondale: Southern Illinois University Press.
Howell, J. M. (1988). Two faces of charisma: Socialized and personalized leadership in organizations. In J. A. Conger & R. N. Kanungo (Eds.), Charismatic leadership: The elusive factor in organizational effectiveness (pp. 213-236.). San Francisco: Jossey-Bass.
Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. The Academy of Management Review, 30(1), 96-112.
Jones, E. E., & Pittman, T. S. (1982). Toward a general theory of strategic self-presentation. In J. Suls (Ed.), Psychological perspectives on the self (Vol. 1, pp. 231–262). Hillsdale, NJ: Erlbaum.
Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246-255.
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.
Kelman, H. C. (1958). Compliance, identification, and internalization: Three processes of attitude change. The Journal of Conflict Resolution, 2(1), 51-60.
Kelman, H. C. (1974). Further thoughts on the processes of compliance, identification, and internalization. In J. T. Tedeschi (Ed.), Perspectives on social power (pp. 125-171). Chicago, IL: Aldine.
Klein, K. J., & Kozlowski, S. W. J. (2000). From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational Research Methods, 3(3), 211-236.
Koh, W. L., Steers, R. M., & Terborg, J. R. (1995). The effects of transformational leadership on teacher attitudes and student performance in Singapore. Journal of Organizational Behavior, 16(4), 319-333.
Kumar, K., & Beyerlein, M. (1991). Construction and validation of an instrument for measuring ingratiatory behaviors in organizational settings. Journal of Applied Psychology, 76(5), 619.
Landis, R. S., Beal, D. J., & Tesluk, P. E. (2000). A comparison of approaches to forming composite measures in structural equation models. Organizational Research Methods, 3(2), 186-207.
Leary, M. R., & Kowalski, R. M. (1990). Impression management: A literature review and two-component model. Psychological bulletin, 107(1), 34-46.
Lord, R. G., & Brown, D. J. (2001). Leadership, values, and subordinate self-concepts. Ledership Quarterly, 12(2), 133-152.
MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(2), 115-134.
Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13(2), 103-123.
Malatesta, R. M. (1995). Understanding the dynamics of organizational and supervisory commitment using a social exchange framework. Unpublished Doctoral Dissertation, Wayne State University, Michigan.
Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 43(4), 738-748.
Nunnally, J. C. (1978). Psychometric theory (2nd ed.). New York: McGraw-Hill.
Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49(2), 327-340.
Podsakoff, P. M., MacKenzie, S. B., & Moorman, R. H. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1(2), 107-142.
Popper, M., & Mayseless, O. (2003). Back to basics: Applying a parenting perspective to transformational leadership. Leadership Quarterly, 14(1), 41-65.
Pratt, M. G. (1998). To be or not to be: Central questions in organizational identification. In D. A. Whetten & P. C. Godfrey (Eds.), Identity in organizations: Building theory through conversation (pp. 171–207). Thousand Oaks, CA: Sage.
Rupp, D. E., & Cropanzano, R. (2002). The mediating effects of social exchange relationships in predicting workplace outcomes from multifoci organizational justice. Organizational Behavior and Human Decision Processes, 89(1), 925-946.
Schlenker, B. R. (1980). Impression management: The self-concept, social identity, and interpersonal relations. Monterey, CA: Books/Cole.
Shamir, B. (1991). Meaning, self and motivation in organizations. Organization Studies, 12(3), 405.
Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577-593.
Shamir, B., Zakay, E., Breinin, E., & Popper, M. (1998). Correlates of charismatic leader behavior in military units: Subordinates' attitudes, unit characteristics, and superiors' appraisals of leader performance. Academy of Management Journal, 41(4), 387-409.
Sluss, D. M., & Ashforth, B. E. (2007). Relational identity and identification: Defining ourselves through work relationships. Academy of Management Review, 32(1), 9-32.
Sluss, D. M., & Ashforth, B. E. (2008). How relational and organizational identification converge: Processes and conditions. Organization Science, 19(6), 807-823.
Smith, C., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653.
Swann, W. B., Pelham, B. W., & Krull, D. S. (1989). Agreeable fancy or disagreeable truth? Reconciling self-enhancement and self-verification. Journal of Personality and Social Psychology, 57(5), 782-791.
Tedeschi, J. T., & Melburg, V. (1984). Impression management and influence in the organization. In S. B. Bacharach & E. J. Lawler (Eds.), Research in the sociology of organization (pp.31-58). Greenwich, CT: JAI.
Walumbwa, F. O., & Hartnell, C. A. (2011). Understanding transformational leadership-employee performance links: The role of relational identification and self-efficacy. Journal of Occupational and Organizational Psychology, 84(1), 153-172.
Wang, A. C., Hsieh, H. H., Tsai, C. Y., & Cheng, B. S. (2011). Does value congruence lead to voice? Cooperative voice and cooperative silence under team and differentiated transformational leadership. Management and Organization Review, 8(2), 341-370.
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group and Organization Management, 36(2), 223-270.
Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420-432.
Wang, X. H. F., & Howell, J. M. (2012). A multilevel study of transformational leadership, identification, and follower outcomes. The Leadership Quarterly, 23(5), 775-790.
Wayne, S. J., & Ferris, G. R. (1990). Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study. Journal of Applied Psychology, 75(5), 487-499.
Wayne, S. J., & Liden, R. C. (1995). Effects of impression management on performance ratings: A longitudinal study. Academy of Management Journal, 38(1), 232-260.
Williams, H. M., Parker, S. K., & Turner, N. (2010). Proactively performing teams: The role of work design, transformational leadership, and team composition. Journal of Occupational and Organizational Psychology, 83(2), 301-324.
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617.
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice-Hall.
Zhang, S., Chen, G., Chen, X. P., Liu, D., & Johnson, M. D. (2012). Relational versus collective identification within workgroups: Conceptualization, measurement development, and nomological network building. Journal of Management. doi: 0.1177/0149206312439421
Zhu, W., Wang, G., Zheng, X., Liu, T., & Miao, Q. (2012). Examining the role of personal identification with the leader in leadership effectiveness: A partial nomological network. Group & Organization Management. doi: 10.1177/1059601112456595
電子全文 Fulltext
本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。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。
論文使用權限 Thesis access permission:自定論文開放時間 user define
開放時間 Available:
校內 Campus: 已公開 available
校外 Off-campus: 已公開 available


紙本論文 Printed copies
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。
開放時間 available 已公開 available

QR Code