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標題: | 積極與消極德行領導:一項區辨效度的初步分析 Positive and Negative Moral Leadership: A Preliminary Analysis of Discriminant Validity |
作者: | Yu-Min Lee 李聿旻 |
指導教授: | 鄭伯壎(Bor-Shiuan Cheng) |
關鍵字: | 積極德行領導,消極德行領導,區辨效度, positive moral leadership,negative moral leadership,discriminant validity, |
出版年 : | 2006 |
學位: | 碩士 |
摘要: | 過去有關領導的德行研究上,已有不少研究者指出領導者的德行會影響部屬的行為及效能。然而,從德行領導的分向度進行研究卻很少。過去哲學家將符合道德義務分為兩種:一為消極義務(negative duties),一為積極義務(positive duties)。因此,本研究目的是將德行領導區分為消極面的不可作為,積極面的有所作為;為了進一步建立積極、消極德行領導的區辨效度,本研究比較這兩者對部屬態度(督導滿意、部屬信任主管、工作滿意)、部屬組織公民行為(敬業守法、不牟私利)、正負向情感是否有不同程度的影響。根據情感事件理論,積極、消極德行領導對部屬態度、部屬行為的影響,是否透過部屬正負向情感的中介,是本研究想要探討的議題。最後,本研究亦探討仁慈領導與積極、消極德行領導對部屬反應的調節效果。藉由不同組織共213對的部屬與主管對偶問卷樣本,本研究發現:德行領導確實能區分為積極、消極德行,積極德行領導較消極德行領導更能增強部屬的主管滿意、部屬信任主管、工作滿意、部屬的敬業盡責、保護資源行為、部屬正向情感;然而,相較於積極德行,消極德行更能抑制部屬負向情感;積極、消極德行領導對部屬態度的影響,被部屬正負向情感部分或完全中介,而對部屬行為的影響,並沒有中介效果。仁慈領導與積極德行對部屬工作滿意、敬業守法行為具有正向調節效果,而仁慈領導與消極德行對部屬信任主管、主管滿意具有負向調節效果。本研究最末亦進一步探討在理論上的貢獻與研究上的限制,以及所得結果在管理實務上的應用。 Although there are many researchers pointing out that the leaders’ ethical behaviors are related to subordinates’ behavior and efficiency, the subscale of moral leadership is rarely mentioned in the literature. The philosophers proposed a conceptual scheme by referring to distinction between positive/negative duties. Thus, this study divided the moral leadership into positive and negative moral leadership. To establish the discriminant validity, the study compared the different effect on subordinates’ attitude, organizational behaviours and positive and negative affect. According to Affect Event Theory (AET), we though that subordinates’ affect play a key role between moral leadership and subordinates’ reaction. Furthermore, this study investigated the moderating effect of benevolent leadership. Sampling from 213 employees and their supervisor through different companies in Taiwan, the result showed that moral leadership could be divided into positive and negative moral leadership. Positive moral leadership had more effect on subordinates attitude, OCB and positive affect and negative moral leadership had more effect on negative affect. Subordinates’ affect mediated the effect between moral leadership and subordinates attitudes. Benevolent leadership had its negative moderating effect between negative moral leadership and subordinates’ attitude and positive moderating effect between positive moral leadership and subordinates’ attitudes and behaviors. Related implications of these results for research and practice are discussed. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/31332 |
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顯示於系所單位: | 心理學系 |
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