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系統識別號 U0026-0602201410573800
論文名稱(中文) 轉型領導與員工心理擁有感之關係:主管與部屬交換及程序公平的角色
論文名稱(英文) Bridging Transformational Leadership and Employee Psychological Ownership: The Roles of Leader-Member Exchange and Procedural Justice
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士在職專班
系所名稱(英) Institute of International Management (IIMBA--Master)(on the job class)
學年度 102
學期 1
出版年 103
研究生(中文) 劉怡伶
研究生(英文) Yi-Ling Liu
學號 RA7001101
學位類別 碩士
語文別 英文
論文頁數 58頁
口試委員 指導教授-林豪傑
口試委員-鄭至甫
口試委員-陳浩政
中文關鍵字 組織行為  轉型領導  心理擁有感  主管與部屬交換  人力資源 
英文關鍵字 Organization behavior  Transformational leadership  Psychological ownership  Leader-Member Exchange (LMX)  Human resource 
學科別分類
中文摘要 轉型領導與個人層次之態度與績效結果的直接關係已經被廣泛探討,然而在這關係之間的影響機制至今僅受到有限度的關注而。為了填補此一文獻缺口,本研究乃採用社會交換理論來檢視程序公平及主管與部屬交換(LMX)在轉型領導與員工心理擁有感間分別扮演的中介與干擾角色。
本研究樣本來自台灣不同產業的223位員工,分析結果顯示轉型領導對程序公平與員工心理擁有感均有正面影響;程序公平不僅對員工心理擁有感有正面影響,對轉型領導與心理擁有感的關係也有部分中介效果。此外,LMX也正向干擾轉型領導與程序公平的關係。
本研究透過社會交換理論來檢視能將領導行為轉換為員工正向態度的影響機制,藉此對轉型領導文獻有所貢獻研究結果也幫助管理者思考如何有效留住公司的人才。本研究也討論了相關研究意涵與未來研究方向。
英文摘要 The direct relationships between transformational leadership and individual-level outcomes have been largely explored, yet the mechanisms in-between the relationships have received limited attention thus far. To fill in the gaps in the literature, the study employs the social exchange theory to examine the effect of transformational leadership on employees’ psychological ownership through the mediation of procedural justice and the moderation of leader-member exchange (LMX).
Research results based on a sample collected from 223 respondents in different industries in Taiwan show that transformational leadership exerts a positive effect on procedural justice and psychological ownership, respectively. Procedural justice also produces a positive effect on employees’ psychological ownership, and plays a partial meditating role in the relationship between transformational leadership and procedural justice. Moreover, leader-member exchange (LMX) is shown to positively moderate the relationship between transformational leadership and procedural justice.
The research contributes to the transformational leadership literature by employing the social exchange theory to explore the mechanisms that can convert leadership behaviors into positive employee attitude. This study also can help managers to think about how to keep their talents. Future directions and implications are discussed as well.
論文目次 ABSTRACT I
摘要 II
ACKNOWLEDGEMENTS III
TABLE OF CONTENTS IV
LIST OF TABLES VII
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation. 1
1.2 Research Objectives and Contributions. 3
1.3 Research Procedure. 4
1.4 Paper Structure. 5
CHAPTER TWO LITERATURE REVIEW 7
2.1 Theoretical Background. 7
2.1.1 Social Exchange Theory. 8
2.2 Definitions of Relevant Research Variables. 9
2.2.1 Psychological Ownership. 9
2.2.2 Transformational Leadership. 11
2.2.3 LMX: Leader-Member Exchange. 12
2.2.4 Procedural Justice. 13
2.3 Development of Research Hypotheses. 14
2.3.1 The Relationship between Transformational Leadership and Procedural Justice. 14
2.3.2 The Relationship between Procedural Justice and Psychological Ownership. 15
2.3.3 The Role of Leader-Member Exchange (LMX) on the Relationship between Transformational Leadership and Procedural Justice. 15
2.3.4 The Relationship between Transformational Leadership and Psychological Ownership. 16
2.3.5 The Associations between Transformational Leadership, Procedural Justice, and Psychological Ownership. 17
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 18
3.1 Conceptual Model. 18
3.2 Construct Measurement and Definitions of Variables. 19
3.3 Summary of Hypotheses. 19
3.4 Sampling Plan. 20
3.5 Measurement Scale of Variables. 20
3.5.1 Transformational Leadership. 20
3.5.2 Psychological Ownership. 21
3.5.3 Procedural Justice. 22
3.5.4 Leader-Member Exchange (LMX). 23
3.6 Control Variables. 24
3.6.1 Gender. 24
3.6.2 Age. 24
3.6.3 Martial Status. 25
3.6.4 Level of Position. 25
3.6.5 Education. 26
3.7 Method of Analysis. 26
3.7.1 Confirmatory Factor Analysis (CFA). 26
3.7.2 Reliability Test. 26
3.7.3 Pearson Correlation. 27
3.7.4 Hierarchical Regression Analyses. 27
3.7.5 Common Method Variance. 27
CHAPTER FOUR RESEARCH RESULTS 28
4.1 Data Collection. 28
4.2 Confirmatory Factor Analysis. 28
4.3 Reliability Test and Validity Test. 32
4.4 Mean, Standard Deviation, and Pearson Correlation. 34
4.5 Hierarchical Regression. 36
4.6 Common Method Variance. 39
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 40
5.1 Discussion and Conclusion. 40
5.1.1 Theoretical Implications. 41
5.1.2 Managerial Implications. 44
5.2 Research Limitation and Suggestion for Future Research. 45
REFERENCES 47
APPENDICES 53
Appendix 1: Research Questionnaire in Chinese. 53
Appendix 2: Research Questionnaire in English. 56
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