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研究生：	劉愛蓮 Liu Ay Lian
論文名稱：	真誠領導對工作產出的影響：員工組織適配的中介與性別的調節效果之檢驗 The Impact of Authentic Leadership on Job Outcomes:Examination of the Gender Difference of the Mediating Effect of Person-Organization Fit
指導教授：	邱皓政 Chiou, Haw-Jeng 沈永正 Shen, Yung-Cheng
學位類別：	碩士 Master
系所名稱：	管理研究所 Graduate Institute of Management
論文出版年：	2012
畢業學年度：	100
語文別：	英文
論文頁數：	94
中文關鍵詞：	真誠領導、組織適配、工作績效、工作滿意度、組織公民行為
英文關鍵詞：	Authentic leadership, Person-Organization fit (PO fit), Job performance, Job satisfaction, Organizational Citizenship Behavior (OCB)
論文種類：	學術論文
相關次數：	點閱：225 下載：0
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在企業環境變革劇烈的時代中，員工對於領導者的信心與接納是達成任務的重要關鍵，換言之，員工如果在具有希望、樂觀、自信和高恢復力的真誠領導者的帶領下，應更能認同其所工作的組織，提升組織與個人的適配，進而提高績效表現。本研究目的在探討真誠領導與組織適配對於工作結果(工作滿意度、工作績效、組織公民行為)的影響，以及性別作為調節變數，是否改變真誠領導的知覺對於組織適配的影響進而成就工作結果的影響路徑係數的強度。
本研究利用網路與紙本問卷，蒐集了744份不同行業與職務類別的正職工作者，男性364人(48.9%)，女性380人(51.1%)，平均年齡為37.74歲(SD=12.31)。結果顯示在控制年齡與主管別的影響後，真誠領導能夠正向的預測組織適配，進而影響工作滿意度、工作績效和組織公民行為，雖然真誠領導對於工作結果也具有顯著的預測關係，因此真誠領導對於工作結果同時帶有直接影響效果，以及透過組織適配的間接效果。此外，不同性別的員工在各變數的相關係數強度不同，但是以階層迴歸分析投入交互作用項時則無顯著的預測力。顯示雖然各變數的關係具有微弱的性別差異，但是在統計上並未顯著。本研究結果瞭解真誠領導對於員工的組織適配與工作產出的重要性，企業必須重視領導者所扮演的角色，提升真誠領導的程度，對員工的情緒與行動產生正面的助益，給予成員甚至社會一個良好的典範。同時工作社會特性也對工作結果有極大影響，尤其組織適配是工作滿意度、工作績效和組織公民行為的重要指標，領導者的真誠特質對於組織適配的提升具有管理實務意義。本研究對於真誠領導的相關特性進行討論並提出實際作法，最後對未來研究建議與限制。
關鍵詞：真誠領導、組織適配、工作績效、工作滿意度、組織公民行為

According to the literatures, authentic leadership can play a key role in creating a positive organizational environment and positive capacities of the followers, thereby it may furthermore increase the person-organization fit and positively influencing job outcome. This research presents a model of authentic leadership and job outcome mediated by person-organization fit (PO fit), and furthermore moderated by gender. In the proposed model, it is expected that job outcome (job performance, job satisfaction, and organizational citizenship behavior) is influenced by authentic leadership and PO fit. And PO fit mediates the influence of authentic leadership on job outcome. Furthermore, the model may have gender difference on the mediation effect, that is, this research assumes that females are more affective than males, thus females are more influenced by authentic leadership.
By using snow-ball sampling, both the internet-based survey and on-paper questionnaire were administered to the undergraduate students to invite their friends and family members to response to the internet questionnaire. A total of 744 subjects were collected, 364 (48.9%) males and 380 (51.1%) females. The average age was 37.74 years old (SD=12.31). Five hypotheses were examined by correlation and regression analysis. Results supported that authentic leadership is positively related to PO fit, and PO fit also positively related three measures of job outcomes. The results of multiple stages of hierarchical regression analysis supported the partial mediation effect exists for authentic leadership to PO fit and further to predict job outcomes. However, the main effect of gender itself as well as the interaction terms related to gender was not statistically significant. The hypothesis that the gender can moderate the relationship between authentic leadership, PO fit, and job outcome failed to be supported. In sum, the results suggested that authentic leadership played an important role in corporation which could not be neglected, and the leader should gain their authenticity as a model of the employees. Finally, the implication of this research for authentic leadership and the practical methods of developing authentic leaders along with the limitation and recommendation to future study were discussed.
Keyword: Authentic leadership, Person-Organization fit (PO fit), Job performance, Job satisfaction, Organizational Citizenship Behavior (OCB)

Abstract .........................................................................................................................I
Table of Contents ........................................................................................................III
Figures ........................................................................................................................IV
Chapter 1 Introduction ................................................................................................. 1
1. Background and Motivation ............................................................................ 1
2. Research Purpose ............................................................................................3
Chapter 2 Literature Review ........................................................................................ 5
1. Authentic Leadership ......................................................................................5
1.1. Shortcomings in Literature ....................................................................7
1.2. Authentic Leadership Related Researches .............................................8
1.3. Differentiating Authentic Leadership from Related Leadership Theories ................................................................................................10
1.4. Why Authentic Leadership? .................................................................14
1.5. Empirical Data about Authentic Leadership ........................................15
2. Person-Organization Fit ................................................................................17
2.1. The measurement of PO Fit .................................................................19
3. Job Outcome ..................................................................................................20
3.1. Job Performance ...................................................................................20
3.1.1. Measurement of Job Performance ...............................................22
3.2. Job Satisfaction .................................................................................... 24
3.2.1. Theories of Job Satisfaction ........................................................26
3.2.2. Summary of the Theoretical Viewpoints .....................................31
3.3. Organizational Citizenship Behavior ................................................... 31
3.3.1. Dimensions of OCB ....................................................................33
4. Development of Hypotheses.......................................................................... 38
4.1. Authentic Leadership and Job Outcome .............................................. 39
4.2. Authentic Leadership and Person-Organization Fit .............................41
4.3. Person-Organization Fit and Job Outcome .......................................... 42
4.4. Mediation and Moderation of Authentic Leadership and Job Outcome43
Chapter 3 Research Methods ......................................................................................46
1. Sample .......................................................................................................... 46
2. Instruments .................................................................................................... 48
2.1. Authentic Leadership ........................................................................... 48
2.2. Person-Organization Fit .......................................................................49
2.3. Job Outcome .........................................................................................49
3. Data Arrangement and Statistical Analysis ................................................... 51
3.1. Descriptive Statistics Analysis ............................................................. 51

3.2. Testing of Questionnaire ...................................................................... 51
3.3. Examination of Hypotheses .................................................................52
Chapter 4 Results.........................................................................................................53
1. Reliability and Validity Testing......................................................................53
1.1. Authentic Leadership.............................................................................53
1.2. Person - Organization Fit.......................................................................54
1.3. Job Performance.....................................................................................54
1.4. Job Satisfaction......................................................................................54
1.5. Organizational Citizenship Behavior.....................................................55
2. Description of Variables and Correlation Analysis........................................56
2.1. Descriptive Statistics of the Variables...................................................56
2.2. Correlation between the Constructs.......................................................57
2.3. Correlation regarding Gender................................................................58
3. Hypothesis Testing.........................................................................................59
3.1. Using Authentic Leadership and PO Fit to predict Job Outcome.........60
3.1.1. Authentic Leadership and Job Outcome.......................................60
3.1.2. Authentic Leadership and PO Fit..................................................62
3.1.3. PO Fit and Job Outcome...............................................................62
3.2. Mediation between Authentic Leadership and Job Outcome................62
3.3. Moderation between Authentic Leadership and Job Outcome..............64
3.3.1. Moderation of Gender on Authentic Leadership and PO Fit........64
3.3.2. Moderation of Gender on Authentic Leadership and Job Outcome.........................................................................................65
3.3.3. Moderation of Gender on PO Fit and Job Outcome......................67
3.3.4. Moderation of Gender on Authentic Leadership, PO Fit and Job Outcome.........................................................................................68
Chapter 5 Discussions and Conclusions......................................................................70
1. Hypotheses Testing.........................................................................................70
2. Main Findings.................................................................................................73
2.1. Authentic Leadership is a strong predictor of Job Outcome..................73
2.2. PO Fit is a strong predictor of Job Outcome..........................................74
2.3. PO Fit is a good mediator.......................................................................74
2.4. Slight Difference among Gender group.................................................75
2.5. Age and Managerial Position are effective controllers..........................75
3. Conclusions.....................................................................................................76
4. Managerial Implications..................................................................................76
4.1. The Value of Authenticity......................................................................76
4.2. The Value of Person-Organization Fit...................................................78

4.3. Mediation effect of Person-Organization Fit..........................................79
5. Limitations and Recommendations.................................................................80
5.1. Limitations.............................................................................................80
5.2. Recommendations..................................................................................81
References....................................................................................................................83
Appendix......................................................................................................................91

Tables
Table 1 Comparison of Authentic Leadership Development Theory, Ethical Leadership Theory, and Transformational Theory...........................................13
Table 2 Demographic Chart of Samples......................................................................47
Table 3 Means, Reliabilities, Standard Deviation, and Correlations among Variables...........................................................................................................56
Table 4 Means, Reliabilities, Standard Deviation, and Correlations by Gender..........59
Table 5 Parameter Estimation and Model Summary of Authentic Leadership............60
Table 6 Parameter Estimation and Model Summary of Authentic Leadership............61
Table 7 Parameter Estimation and Model Summary of PO Fit....................................61
Table 8 Parameter Estimation and Model Summary of Mediation of PO Fit..............63
Table 9 Parameter Estimation and Model Summary of Moderation of Gender..........65
Table 10 Parameter Estimation and Model Summary of Moderation of Gender........66
Table 11 Parameter Estimation and Model Summary of Moderation of Gender........67
Table 12 Parameter Estimation and Model Summary of Moderation of Gender........69
Table 13 Summary of the Results of Hypotheses........................................................72

Figures
Figure 1 Flow Chart of Research Approach .................................................................4
Figure 2 The Research Conceptual Model Framework ............................................. 30
Figure 3 Mediation Effect of PO Fit between Authentic Leadership and Job Outcome.........................................................................................................63

                                

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