領導系統對組織公民行為的影響：傳統領導替代、主管組織公民行為和同事組織公民行為的調節效果

The Effects of Leadership System on Organizational Citizenship Behavior: The Moderating Effects of Substitutes for Leadership, Organizational Citizenship Behavior of Supervisor, and Organizational Citizenship Behavior of Coworker

楊濟華(Jih-Hua Yang)

指導教授 ： 林鉦棽

國立屏東科技大學/管理學院/企業管理系所/碩士(2009年)

https://doi.org/10.6346/NPUST.2009.00003

摘要

本研究為探討領導系統對員工組織公民行為的關係，為深入了解之間的關係，加入傳統替代領導、主管組織公民行為及同事組織公民三項調節變數。為了避免共同方法變異疑慮，本研究蒐集主管和員工兩個來源的資料，並採用配對式問卷，共發放274組，有效組數為198組，有效回收率為72.26%。研究結果顯示在主效果方面，轉化型領導對員工OCB具有正向影響效果。而在調節效果方面，(1)在高度專業導向之下，主管具備高度轉化型領導時，員工較易產生OCB利他行為。(2)在高度任務回饋性之下，主管具備高度轉化型領導時，員工較易產生OCB利他行為。(3)在低度任務內部滿意度之下，主管具備高度轉化型領導時，員工較易產生OCB利他行為。(4)在高度任務回饋性之下，主管具備高度轉化型領導時，員工較易產生OCB盡責行為。(5)在低度任務內部滿意度之下，主管具備高度轉化型領導時，員工較易產生OCB盡責行為。(6)在低度組織標準化程度之下，主管具備高度轉化型領導時，員工較易產生OCB盡責行為。(7)在高度專業諮詢幕僚之下，主管具備高度轉化型領導時，員工較易產生OCB盡責行為(8)在高度主管OCB盡責行為之下，主管具備低度交易型領導時，員工較易產生OCB盡責行為。(9)在低度同事OCB盡責行為之下，主管具備高度轉化型領導時，員工較易產生OCB盡責行為。依據本研究的結果加以討論並提出相關意涵、研究限制與對後續研究的建議。

關鍵字

轉化型領導 ； 交易型領導 ； 領導替代理論 ； 組織公民行為

並列摘要

In this study, we examined the links between leadership and organization citizen behavior of subordinates. Beyond this, we also investigated the moderating effects of substitutes for leadership, organization citizen behavior of supervisor, and organization citizen behavior of coworker in the relationships between leadership and organization citizen behavior. In order to avoid common method variance, data was collected from superior and subordinate by the questionnaires. Total data were 274 pairs and 198 pairs of them were valid retrievals. The probability of total effective retrieval is 72.26%. Results of main effects indicated that transformational leadership associates positively with OCB of subordinates. However, the results of moderating effects did show that：(1)Professional orientation (PROF) moderates positively the relationship between transformational leadership and OCB of altruism； (2)Task-provided feedback concerning accomplishment (TASKFB) moderates positively the relationship between transformational leadership and OCB of altruism； (3)Intrinsically satisfying tasks (INSAT) moderates negatively the relationship between transformational leadership and OCB of altruism； (4)Task-provided feedback concerning accomplishment (TASKFB) moderates positively the relationship between transformational leadership and OCB of conscientiousness； (5)Intrinsically satisfying tasks (INSAT) moderates negatively the relationship between transformational leadership and OCB of conscientiousness； (6)Organizational formalization (FORM) moderates negatively the relationship between transformational leadership and OCB of conscientiousness； (7)Advisory and staff support (ADVSTF) moderates positively the relationship between transformational leadership and OCB of conscientiousness； (8)OCB of supervisor (SOCB) moderates negatively the relationship between transactional leadership and OCB of conscientiousness and (9)OCB of coworker (COCB) moderates negatively the relationship between transformational leadership and OCB of conscientiousness. Based on our findings, some limitations, implications, and directions for future research are discussed as well.

並列關鍵字

organizational citizenship behavior ； transactional leadership ； transformational leadership ； substitutes for leadership

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