威權領導是華人組織中常見的領導方式，儘管過去文獻指出威權領導會讓員工產生負面反應，但由於威權領導的內涵包含了控制人的「專權」成分與控制事的「尚嚴」成分，此種的控制讓威權領導也能降低員工的不確定性，而有助於員工的效能。故本研究進一步探討主管的專權領導與尚嚴領導是否會影響部屬的工作不安全感，或受工作不安全感的調節，進而影響到部屬的情感性組織承諾和建言行為。
本研究以問卷調查法的方式進行，共計發出700份問卷，回收346份有效問卷。研究結果發現：
1、專權領導對建言行為有顯著負向影響，但對情感性組織承諾及工作不安全感均無顯著影響；尚嚴領導對情感性組織承諾有顯著正向影響，但對建言行為及工作不安全感均無顯著影響。
2、工作不安全感對情感性組織承諾有顯著負向影響，但於建言行為則無影響。
3、工作不安全感在專權領導對情感性組織承諾與建言行為之影響關係中均無法產生中介效果。
4、工作不安全感在尚嚴領導對情感性組織承諾與建言行為之影響關係中均無法產生調節效果。

Authoritarian leadership is the chinese leadership organization common, although past literature that authoritarian leadership will make sure employees have a negative reaction, but because of the connotation of authoritarian leadership contains " Juan-Chiuan" composition control people's " Shang-Yan" component and control things, such control allows authoritarian leadership can also reduce employee uncertainty, and helps the performance of employees.This study further explored whether autocratic leadership still in charge and strict leadership will affect the work of subordinates insecurity, job insecurity or regulated by, thereby affecting the affective organizational commitment and voice behavior.
This study uses questionnaires methods , A total of 700 questionnaires were distributed and 346 valid questionnaires were returned. The results are summarized as follows:
1.Juan-Chiuan leadership has significant negative effects on voice behavior, whereas juan-chiuan leadership has no significant effects on affective commitment and job insecurity; Shang-Yan leadership has positive effects on affective commitment, whereas Shang-Yan leadership has no significant effects on voice behavior and job insecurity.
2.Job insecurity has significant negative effects on affective commitment,whereas job insecurity has no significant effects on voice behavior.
3.Job insecurity cannot serve as a mediator when explaining the effects of juan-chiuan leadership on affective commitment and voice behavior.
4.Job insecurity cannot moderating as a mediator when explaining the effects of shang-yan leadership on affective commitment and voice behavior.

第一章 緒論………………..……………………………………………..….………1
　第一節　研究背景…………………………………………………………...………1
　第二節　研究目的……………………………………………………………...……3
　第三節　研究流程……………………………………………………………...……4
第二章 文獻探討………………..…………………………………………..….……5
第一節 威權領導……………………………………………………………...……5
第二節 工作不安全感……………………………………………………..…...…11
第三節 情感性組織承諾…..…………………………………………….…..……18
第四節 建言行為…………………………………………………………….....…26
第三章 研究方法…………………..…………………………………..……..….…31
第一節 研究架構與假設………………………………………………..…..….…31
第二節 研究樣本……………………………………..……….………..…………33
第三節 研究工具……………………………………….…………….……...……35
第四節 資料分析方法……………………………………………………...…..…42
第四章 結果分析……………………..………………………………..………...…43
第一節 各變項之描述與變項間之相關………………………………..……...…43
第二節 威權領導對情感性承諾、建言行為、工作不安全感之影響.…….…...45
第三節 工作不安全感對情感性承諾與建言行為之影響……………....…….…47
第四節 工作不安全感的中介效果………………………………..………..….…48
第五節 工作不安全感的調節效果……....…………………………………….…50
第五章 結論與建議………………………..………………………..……..…….…52
第一節 研究討論……………………………………………………..…..…….…52
第二節 研究限制與未來研究方向………………………………………....….…57
第三節 管理意涵……………………………………………………..……..….…58
參考文獻………………………………………………………………………....….…59
附錄……………………………………………….............................................……69

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