Robert Kelley 追隨力量表之探究分析

Abstract

本研究旨在深入詮釋Robert Kelley 及其他學者有關追隨力的理論見解，故以Kelley 質性訪談方式研擬的追隨力量表為基礎，本研究提出四構面18個問項的追隨力問卷量表。追隨力是組織順利運作及成功的關鍵因素，惟目前僅有少量研究，其原因可能受限於測量工具仍在發展階段。自1992年迄今，Kelley開發的二構面追隨力測量工具一直受到許多學者的重視，但其量表信效度仍有可審視之處。本研究重新檢視Kelley的追隨力量表，說明除了其已提出的「積極參與」和「獨立思考」兩個構面外，可再增加「關係維護」和「道德操守」兩個構面，並綜整學者驗證Kelley追隨力量表後發現的質疑，逐一解構原問項，發展新問項。在經專家學者確認內容效度之後，亦蒐集了653位在臺灣不同產業別職位的全職員工及422位在美國不同產業別職位的全職員工的問卷回覆為研究樣本，接續進行探索性因素分析與驗證性因素分析，以及測量不變性分析。結果顯示本文研訂的追隨力量表，其四因素模式之因素結構穩定，具良好的信度、構面效度、收斂效度及區別效度。尤需特別說明的是，本研究對象來自於臺灣及美國文化背景迥異的兩個國家，故在進行測量不變性檢驗後，本研究建構的追隨力量表具有跨文化適用性。因此，本研究的貢獻為將Kelley運用質性研究方法，歸納提出的追隨力量表，以內容分析法闡釋延伸為獲得具信、效度檢驗且模型配適度佳的四構面、18題問項之追隨力量測工具，有效補充了追隨力研究缺口。再者，本文蒐集了臺灣和美國的樣本，以測量不變性檢驗，本研究提出的追隨力量表具有跨文化適用性，並以t檢定、F檢定分析兩組樣本、不同產業在四構面的差異，進而採用潛在剖面分析將追隨者分為優秀的追隨者、稱職的追隨者、平庸的追隨者及不能勝任的追隨者四類。透過此一研究，期為後續追隨力相關領域的研究者提供更為合適的研究工具，說明、解釋及預測追隨力，並應用於組織治理相關研究。

As Kelley (1992) mentioned that followers account for 80% of the success of organizations, this study pays more attention to followership and formulates the four-factor elaborate Kelley’s followership questionnaire (four-factor EKFQ). Employee followership is a key factor in the smooth operation of an organization. However, it has not been extensively studied, probably because its measurement instruments have not been fully developed. Currently, the two-dimensional measurement instrument of followership developed by Kelley is widely valued, but its reliability and validity are still not fully supported. To elaborate on Kelley’s treatises and to comprehend researchers’ propositions of followership, this study suggests two dimensions, namely, “relationship maintenance” and “ethical integrity,” in addition to the two existing dimensions, “active engagement” and “independent critical thinking.” A four-dimensional questionnaire has been devised and is referred to as the four-factor EKFQ. Subsequently, exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and measurement invariance analysis were conducted on a sample of 653 employees working full-time in various industries and job positions in Taiwan and 422 full-time employees in various industries and job positions in the United States. The results indicate that the followership questionnaire developed by this study has a stable four-factor structure, with good reliability, construct validity and cross-cultural validity. Accordingly, the contribution of the study is to use content analysis methods to expand the followership scale proposed by Kelley with qualitative research methods to obtain four constructs, an 18-question followership measurement instrument with reliability, validity, and adequate goodness-of-fit, effectively filling the gaps in followership research. Moreover, the study collected samples in Taiwan and the United States. Measurement invariance was used to test the cross-cultural applicability of the followership scale proposed by the study, and latent profile analysis was used to divide followers into four followership styles: elite followers, competent followers, moderate followers and incapable followers. This study elaborates Kelley’s and other academics’ theories of followership to develop an improved research instrument. It shed lights on studies related to leadership and organizational governance.