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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 鄭伯壎 | |
| dc.contributor.author | Shih-Che Weng | en |
| dc.contributor.author | 翁士哲 | zh_TW |
| dc.date.accessioned | 2021-06-08T04:25:15Z | - |
| dc.date.copyright | 2010-05-22 | |
| dc.date.issued | 2010 | |
| dc.date.submitted | 2010-05-20 | |
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/22705 | - |
| dc.description.abstract | 組織行為領域中，領導者-成員交換一直被視為影響部屬效能的重要因素，因此許多研究者開始探討影響領導者-成員交換的前置因素為何。本研究從領導者與部屬的觀點來探討雙方對於上下關係本質的認定，也就是領導者-部屬關係的先成之見是否會影響彼此互動後的交換關係品質，並且進一步討論領導者與部屬在角色塑造歷程中雙方採取不同程度的關係認定情況下，雙方交換關係品質變化。本研究將領導者-部屬關係認定區分為情感性關係認定與工具性關係認定，在蒐集173對領導者與部屬之對偶資料進行分析之後，發現：（1）領導者情感性關係認定與工具性關係認定分別對於部屬之領導者-成員交換有顯著正向及負向影響；（2）部屬情感性關係認定與工具性關係認定分別對於部屬之領導者-成員交換有顯著正向與負向影響；（3）當領導者採取高情感性關係認定而部屬採取低情感性關係認定時時，部屬的領導者-成員交換相對較低；當領導者與部屬皆採取高工具性關係認定時，部屬的領導者-成員交換相對較低。最後，本文針對研究結果進行討論，並對研究限制、未來研究方向、理論貢獻及管理實務意涵加以闡述。 | zh_TW |
| dc.description.abstract | The leader-member exchange (LMX) has been an important factor affecting subordinates’ outcome in the field of organizational behavior research, hence, many researches began to investigate the antecedents of LMX. The purpose of this study is to focus on the vertical relational identity and explores whether vertical relational identity influence the LMX in the viewpoint of leader and subordinate. Furthermore, this study explores the subordinate’s LMX in different kind of leader-subordinate relational identity during the process of role-making. In this study, leader and subordinate relational identity is classified into expressive relational identity and instrumental relational identity. After collecting and analyzing survey data on 173 leader-subordinate dyads, this study found that (1) leader expressive relational identity has significant positive effect on leader-member exchange while instrumental relational identity has negative effect; (2) subordinate expressive relational identity has significant positive effect on subordinate’s LMX while instrumental relational identity has negative effect; (3) when leader expressive relational identity is high and subordinate relational identity is low, the subordinate’s LMX is lower; when leader and subordinate instrumental relational identity are both high, the subordinate’s LMX is lower. The discussion, limitations, further research directions, theoretical and managerial applications are also indicated. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T04:25:15Z (GMT). No. of bitstreams: 1 ntu-99-R96227125-1.pdf: 1288725 bytes, checksum: 2adaa0ecd8c54b8cfba22716d1e30b6d (MD5) Previous issue date: 2010 | en |
| dc.description.tableofcontents | 第一章 緒論............................................................................................1
第二章 文獻回顧....................................................................................5 第一節 領導者-成員交換..................................................................................5 第二節 領導者-成員交換的塑造歷程............................................................10 第三節 關係認定..............................................................................................16 第四節 部屬關係認定與部屬之領導者-成員交換........................................22 第五節 領導者關係認定與部屬之領導者-成員交換....................................25 第六節 領導者-部屬關係認定與部屬之領導者-成員交換..........................28 第三章 研究方法..................................................................................33 第一節 研究樣本..............................................................................................33 第二節 研究工具..............................................................................................35 第三節 研究程序..............................................................................................36 第四節 資料分析..............................................................................................37 第四章 研究結果..................................................................................39 第一節 測量模式比較......................................................................................39 第二節 各變項之相關......................................................................................42 第三節 領導者關係認定、領導者-成員交換之迴歸分析............................46 第四節 部屬關係認定、領導者-成員交換之迴歸分析................................48 第五節 領導者-部屬關係認定、領導者-成員交換之迴歸分析..................49 第五章 研究討論與建議......................................................................51 第一節 結果討論..............................................................................................52 第二節 研究限制..............................................................................................55 第三節 未來研究方向......................................................................................57 第四節 管理實務意涵......................................................................................59 參考文獻..................................................................................................61 附錄一 部屬問卷..................................................................................69 附錄二 主管問卷..................................................................................72 圖、表目錄 圖2-1 角色塑造歷程................................................................................................12 圖2-2 主管與部屬的關係認定................................................................................18 圖4-1 領導者-部屬情感性關係認定.......................................................................49 圖4-2 領導者-部屬工具性關係認定.......................................................................50 表2-1 領導塑造的生命週期......................................................................................8 表2-2 組織中社會交換型式與認定取向................................................................17 表2-3 不同領導者－部屬關係認定之互動法則與回報規範................................21 表3-1 樣本背景組成................................................................................................34 表4-1 測量模式之適合度比較................................................................................41 表4-2 各變項之相關分析........................................................................................45 表4-3 關係認定與部屬之領導者-成員交換的迴歸分析......................................47 表5-1 研究結果摘要表............................................................................................51 | |
| dc.language.iso | zh-TW | |
| dc.subject | 情感性關係認定 | zh_TW |
| dc.subject | 角色塑造 | zh_TW |
| dc.subject | 領導者-成員交換 | zh_TW |
| dc.subject | 工具性關係認定 | zh_TW |
| dc.subject | role-making | en |
| dc.subject | LMX | en |
| dc.subject | instrumental relational identity | en |
| dc.subject | expressive relational identity | en |
| dc.title | 上下關係認定與部屬之領導者-成員交換 | zh_TW |
| dc.title | Vertical Relational Identity and Subordinate's Leader-Member Exchange | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 98-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 吳宗祐,胡昌亞,黃敏萍 | |
| dc.subject.keyword | 角色塑造,情感性關係認定,工具性關係認定,領導者-成員交換, | zh_TW |
| dc.subject.keyword | role-making,expressive relational identity,instrumental relational identity,LMX, | en |
| dc.relation.page | 76 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2010-05-20 | |
| dc.contributor.author-college | 理學院 | zh_TW |
| dc.contributor.author-dept | 心理學研究所 | zh_TW |
| 顯示於系所單位： | 心理學系 | |
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