- 學位論文
放任式領導、領導成員交換關係、角色模糊及工作滿意之研究：以自我效能為調節變項
A Study on the relationships among laissez-faire leadership, leader-member exchange, role ambiguity, and job satisfaction: The moderating effect of self-efficacy
摘要
領導力與員工的行為一直都是高度探討的議題，有效的領導者會帶領團隊或個人達到更高的績效，但放任式領導作為唯一消極型領導形式，在諸多研究中都顯示它是破壞團隊的存在。本研究主要探討選擇放任式領導的主管是否會透過成員LMX與角色模糊為中介變數造成工作滿意下降，而員工是否會透過自我效能的調節放任式領導的關係。 本研究採傳統紙本問卷調查方式，研究對象不限制產別，選擇基層員工，採便利抽樣，共發出330份問卷，回收有效問卷為303份，有效回收率達91.8%。使用SPSS與Mplus進行資料相關性、層級迴歸等分析。研究結果發現：(1)放任式領導與工作滿意負相關；(2)放任式領導與LMX負相關；(3)放任式領導與角色模糊負相關；(4)放任式領導透過LMX完全中介預測工作滿意；(5)放任式領導透過角色模糊完全中介預測工作滿意；(6)自我效能對放任式領導與LMX調節效果不顯著；(7)自我效能對放任式領導與角色模糊調節效果不顯著。此驗證結果與本研究假設有部分差異，值得深入探討相關因素，後續依據研究結果提出具體管理意涵，供後續學術研究與管理實務參考使用。
並列摘要
Leadership and employee behavior have always been highly discussed topics. Effective leaders will lead teams or individuals to achieve higher performance. However, laissez-faire leadership is the only negative form of leadership style that will be harmful to teams. This study mainly explores whether supervisors who choose laissez-faire leadership will cause a decline in job satisfaction through member LMX and role ambiguity as mediating variables, and whether employees will through self-efficacy mediate the relationship with laissez-faire leadership. This study adopts the traditional paper-based questionnaire survey method, and the research objects are employees who are not restricted by occupation. Convenience sampling is adopted. A total of 330 questionnaires were sent out, and 303 valid questionnaires were returned, with an effective recovery rate of 91.8%. Using SPSS and Mplus to analyze data correlation and hierarchical regression. The research of the study found that: (1)laissez-faire leadership negatively predicts job satisfaction, (2)laissez-faire leadership negatively predicts LMX, (3)laissez-faire leadership negatively predicts role ambiguity, (4) laissez-faire leadership predicts job satisfaction through the complete mediation of LMX, (5)Laissez-faire leadership predicts job satisfaction through the complete mediation of role ambiguity, (6)Self-efficacy has no significant moderating effect on laissez-faire leadership and LMX, (7) Self-efficacy has no significant moderating effect on laissez-faire leadership and role ambiguity. This verification result is somewhat different from the expected result of the hypothetical hypothesis in this study. It is worth exploring the relevant factors in depth, and then puts forward specific management implications based on the research results, which can be used as a reference for subsequent academic research and management practice.