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:186 下載:0 |
分享至: |
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
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)
References
Aiken, L. S. & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Sage Publications.
Autry, C.W. & Wheeler, A.R. (2005). Post-hire Human Resource Management Practices and Person-organization Fit: A Study of Blue-collar Employees. Journal of Managerial Issues, 17, 1, 58-75.
Avolio, B. J. & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16, 315-338.
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F. & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15, 801-823.
Avolio, B. J., Waldman, D. A. & McDaniel, M. A. (1990). Age and work performance in non managerial jobs: The effects of experience and occupational type. The Academy of Management Journal, 33(2), 407-422.
Avolio, B. J., Walumbwa, F. O. & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-449.
Barnard, C. I. (1938). The functions of the executive. Cambridge, MA: Harvard University Press.
Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Bass, B. M. & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10, 181-217.
Blau, G. (1994). Testing the effect of level and importance of pay referents on pay level satisfaction. Human Relations, 47, 1251-1268.
Blum, M. L. & Naylor J. C. (1968). Industrial psychology: Its theoretical and social foundations. Harper & Row.
Bommer, W. H., Rubin, R. S. & Baldwin, T. T. (2004). Setting the stage for effective leadership: Antecedents of transformational leadership behavior. The Leadership Quarterly, 15(2), 195-210.
Borman, W. C. & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt, W. C. Borman, & Associates (Eds.), Personnel selection in organizations, 71-98. San Francisco: Jossey-Bass.
Borman, W. C. & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99-109.
Borman, W. C., Penner, L. A., Allen T. D. & Motowidlo, S. J. (2001). Personality predictors of citizenship performance. International Journal of Selection and Assessment, 9, 252-269.
Bowen, D. E., Ledford, G. E. & Nathan, B. R. (1991). Hiring for the Organization, Not the Job. Academy of Management Executive, 5 (4), 35-51.
Boyatzis, R. E. (1982). The competent manager: A model for effective performance. New York: John Wiley & Sons.
Brief, A. P. & Weiss, H. M. (2002). Organizational behavior: Affect in the workplace. Annual Review of Psychology, 53, 279-307.
Brief, A. P. (1998). Attitudes in and around organizations. Thousand Oaks, CA: Sage Publications.
Brown, S. P. & Peterson, R. A. (1993). Antecedents and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects. Journal of Marketing Research, 30(1), 63-77.
Burns, J.M. (1978). Leadership. New York, NY: Harper & Row Publishers.
Byars, L. & Rue, L. W. (1984). Human Resource and Personnel Management. Homewood.
Cable, D. M. & Judge, T. A. (1997). Interviewer Perceptions of Person-Organization Fit and Organizational Selection Decisions. Journal of Applied Psychology, 82 (4), 546-561.
Cable, D. M. & Edwards, J. R. (2004). Complementary and supplementary fit: A theoretical and empirical integration. Journal of Applied Psychology, 89, 822–833.
Caldwell, D. F. & O'Reilly, C. A. (1990). Measuring person-job fit with a profile comparison process. Journal of Applied Psychology, 75, 648-657.
Caldwell, D., Chatman, J. & O’Reilly, C. (2007). Profile comparison methods for assessing person-situation fit. In C. Ostroff & T. Judge (Eds.), Perspectives on organizational fit, 356-361. Mahwah, NJ: Erlbaum.
Cameron, K. S., Dutton, J. E. & Quinn, R. (2003). Positive Organizational Scholarship: Foundations of a New Discipline. Berrett-Koehler Publishers, Inc.
Campbell, J. P., Mchenry, J. J. & Wise, L. L. (1990). Modeling job performance in a population of jobs. Personnel Psychology, 43(2), 313-33.
Chatman, J. A. (1991). Matching people and organizations: Selection and socialization in public accounting firms. Administrative Science Quarterly, 36, 459-484.
Clapp-Smith, R., Vogelgesang, G. R. & Avey, J. B. (2009). Authentic Leadership and positive psychological capital: The mediating role of trust at the group level of analysis. Journal of Leadership & Organizational Studies, 15(3), 227-240.
Coleman, V.I. & Borman, W.C. (2000). Investigating the underlying structure of the citizenship performance domain. Human Resource Management Review, 10, 25-44.
Conway, J.M. (1996). Additional construct validity evidence for the task-contextual performance distinction. Human Performance, 9, 309-329.
Cooper, C., Scandura, T. A. & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. Leadership Quarterly, 16, 474-493.
Cranny, C. J., Smith, P. C. & Stone, E. F. (1992). Job satisfaction: How people feel about their jobs and how it affects their performance. New York: Lexington Press.
Dalton, D. R., Todor, W. D., Spendolini, M. J., Fielding, G. J. & Porter, L. W. (1980). Organization structure and performance: A critical review. The Academy of Management Review, 5(1).
Dawis, R. V. (2004). Job satisfaction. In J. C. Thomas (Ed.), Comprehensive Handbook of Psychological Assessment, (Vol. 4): Industrial and Organizational Assessment, 470-481. New York: Wiley.
Dessler, G. (1980). Human behavior: Improving performance at work. Reston Publications Co.
Dineen, B. R., Ash, S. R. & Noe, R. A. (2002). A web of applicant attraction: person-organization fit in the context of web-based recruitment. Journal of Applied Psychology, 87, 723-734.
Douglas, R. M., Adrian, Y. L. C., Timothy, D. H. & Bruce, J. A. (2003). Developing the moral component of authentic leadership. Organizational Dynamics, 32(3), 247-260.
Dyne, L. V., Graham, J. W. & Dienesch, R. M. (1994). Organizational citizenship behavior: construct redefinition, measurement, and validation. Academy of Management Journal, 37(4), 765-802.
Edwards, J. R. (1991). Person-job fit: A conceptual integration, literature review, and methodological critique. In C. L. Cooper & I. T. Robertson (Eds.). International review of industrial and organizational psychology, 6, 283-357. New York: Wiley.
Endrissat N., Müller W.R. & Kaudela-Baum S. (2007). En route to an empirically-based understanding of authentic leadership. European Management Journal, 25(3), 207-220.
Erickson, R. J. (1995). The importance of authenticity for self and society. Symbolic Interaction, 18(2), 121-144.
Farh, J. L., Earley, P. C. & Lin, S. C. (1997). Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, 42, 421-444.
Fields, D. L. (2007). Determinants of follower perceptions of a leader’s authenticity and integrity. European Management Journal, 25(3), 195-206.
French, J. R. P. Jr., Caplan, R. D. & Harrison, R. V. (1982). The mechanisms of job stress and strain. London: Wiley.
Gardner, W. L., Avolio, B. J., Luthans, F., May, D.R. & Walumbwa, F. (2005). Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly, 16, 343-372.
Gatewood, D. R. & Field, S. H. (1998). Human Resource Selection. Orlando, FL: The Dryden Press.
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.
George, J. M. & Brief, A. P. (1992). Feeling good-doing good: A conceptual analysis of the mood at work-organizational spontaneity relationship. Psychological Bulletin, 112, 310-329.
George. J. M. & Jones, G. R. (1997). Organizational spontaneity in context. Human Performance, 10, 153-170.
Graham, J. W. (1989). Organizational citizenship behavior: Construct redefinition, operationalization, and validation. Unpublished working paper. Loyola University of Chicago, Chicago, IL.
Graham, J. W. (1991). An essay on organizational citizenship behavior. Employee Responsibilities and Rights Journal. 4: 249-270.
Greenberg, J. & Baron, R.A. (2008). Behavior in Organizations. 9th Ed. Pearson Prentice Hall, Upper Saddle River, New Jersey, 774.
Grisoni, L. & Beeby, M. (2007). Leadership, gender and sense-making. Gender, Work & Organization, 14(3), 191-209.
Gruys, M. L. & Sackett, P. R. (2003). Investigating the dimensionality of counter productive work behavior. International Journal of Selection and Assessment, 11, 30-42.
Harter, S. (2002). Authenticity. In C. R. Snyder, & S. Lopez (Eds.), Handbook of Positive Psychology, 382-394. UK: Oxford University Press.
Herzberg, F., Mausner, B. & Snyderman, B. B. (1959). The motivation to work. New York: Wiley.
Hoppock, R. (1935). Job satisfaction. New York: Harper.
Hu, C., Su, H. C. & Chen, C. I. B. (2007). The effect of person-organization fit feedback via recruitment websites on applicant attraction. Computers in Human Behavior, 23, 2509-2523.
Ilies, R., Morgeson, F. P. & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. Leadership Quarterly, 16, 373-394.
Judge, T. A. & Bretz, R. D. Jr. (1992). Effects of work values on job choice decisions. Journal of
Applied Psychology, 77, 261-271.
Katz, D. & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.
Kark, R. & Shamir, B. (2002). The influence of transformational leadership on followers’ relational versus collective self-concept. Academy of management proceedings.
Kark, R., Shamir, B. & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88 (2): 246-255.
Kernis, M. H. (2003). Toward a Conceptualization of Optimal Self-Esteem. Psychological Inquiry, 14, 1-26.
Konovsky, M. A. & Pugh, S. D. (1994). Citizenship behavior and social exchange. Academy of Management Journal, 37, 656-669.
Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49, 1-49.
Kristof-Brown, A. L., Jansen, K. J. & Colbert, A. (2002). A policy capturing study of the simultaneous effects of fit with jobs, groups, and organizations. Journal of Applied Psychology, 87, 985-993.
Kristof-Brown, A. L., Zimmerman, R. D. & Johnson, E. C. (2005). Consequences of individual’s fit at work: A meta analysis of person-job, person-organization, person-group and person-supervisor fit. Personnel Psychology, 58, 281-342.
Lawler, E. E. (1969). Job design and employee motivation. Personnel Psychology, 22, 426-435.
Lievens, F., Conway, J. M. & Corte, W. D. (2008). The relative importance of task, citizenship and counterproductive performance to job performance ratings: Do rater source and team-based culture matter? Journal of Occupational and Organizational Psychology, 81, 11-27.
Locke, E.A. (1976). The nature and causes of job satisfaction. In Handbook of I/O Psychology, ed. M.D. Dunnette. Chicago: Rand-McNally, 1st ed.
Lovelace, K. & Rosen, B. (1996). Differences in achieving person-organization fit among diverse groups of managers. Journal of Management, 22, 703-722.
Luthans, F. & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship, 241-258. San Francisco: Berrett-Koehler.
MacKenzie, S. B., Podsakoff, P. M. & Fetter, R. (1993). The impact of organizational citizenship behavior on evaluations of salesperson performance. Journal of Marketing, 57, 70-80.
May, D. R., Chan, A. L., Hodges, T. D. & Avolio, B. J. (2003). Developing the moral component of authentic leadership. Organizational Dynamics, 32(3), 247-260.
May, D. R., Chan, A. Y. L., Hodges, T. D. & Avolio, B. J. (2003). Developing the moral component of authentic leadership. Organizational Dynamics, 32, 247-260.
Meglino, B. M., Ravlin, E. C. & Adkins, C. L. (1989). A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. Journal of Applied Psychology, 74, 424-434.
Moorman, R. H., Niehoff, B.P. & Organ, D.W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights Journal, 6(3), 209-225.
Morrison, E. W. (1994). Role definitions and organizational citizenship behavior: The importance of the employee's perspective. Academy of Management Journal, 37, 1543-1567.
Motowidlo, S. J. (1996). Orientation toward the job and organization. In K. R. Murphy (Ed.), Individual difference and behavior in organizations. San Francisco: Jossey-Bass.
Motowidlo, S. J., Borman, W. C. & Schmidt, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10, 71-83.
Netemeyer, R. G., Bowles, J. S., MacKee. D. O. & McMurrian, R. (1997). An investigation into the antecedents of organizational citizenship behaviors in a personal selling context. Journal of Marketing, 61, 85-98.
Newstrom, J.W. (2010). Organizational Behavior: Human Behavior at Work. 13th Ed. Singapore: McGraw-Hill Education (Asia), 554.
O’Reilly, C. A., Chatman, J. & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34, 487-516.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.
Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, 12, 43-72. Greenwich, CT: JAI Press.
Organ, D. W. (1990). The subtle significance of job satisfaction. Clinical Laboratory Management Review, 4, 94-98.
Organ, D. W. (1997). Organizational citizenship behavior: It's construct clean-up time. Human Performance, 10(2), 85-97.
Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49(2), 327-340.
Podsakoff, P. M. & MacKenzie, S.B. (1997). Impact of organizational citizenship behavior on organizational performance: A review and suggestion for future research. Human Performance, 10(2), 133-151.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H. & Fetter. R. (1990). Transformational leader behaviors and their effects on follower’s trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107-142.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B. & Bachrach, D. G. (2000). Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research. Journal of Management, 26(3), 513-563.
Porter, L. W. & Lawler, E. E. (1968). Managerial attitudes and performance. R. D. Irwin.
Ridgeway, C. L. (2001). Gender, Status, and Leadership. Journal of Social Issues, 57(4),
637-655.
Robbins, S.P. & Judge, T.A. (2009). Organizational Behavior. 13th Ed. Upper Saddle River, New Jersey: Pearson Prentice Hall, 750.
Rotundo, M. & Sackett, P. R. (2002). The relative importance of task, citizenship, and counter-productive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87, 66-80
Ryan, R. M. & Deci, E. L. (2001). On happiness and human potentials: A review of research on hedonic and eudaemonic well-being. Annual Review of Psychology, 52, 141-166.
Sackett, P. R. & DeVore, C. J. (2001). Counter-productive behaviors at work. In N. Anderson, D. S. Ones, H. K. Sinangil & C. Viswesvaran (Eds.), Handbook of industrial, work and organizational psychology, 1, 145-164. London, UK: Sage Publications.
Shamir, B. & Eilam, G. (2005). “What’s your story?”: A life-stories approach to authentic leadership development. Leadership Quarterly, 16, 395-417.
Smith, C. A., Organ. D. W. & Near, J. P. (1983). Organizational citizenship behavior: It’s nature and antecedents. Journal of Applied Psychology, 68, 655-663.
Smith, P. C., Kendall, L. M. & Hulin, C. L. (1969). The measurement of satisfaction in work and retirement. Chicago: Rand McNally.
Sparrowe, R. T. (2005). Authentic leadership and the narrative self. Leadership Quarterly, 16, 419-439.
Trilling, L. (1972). Sincerity and authenticity. Cambridge, MA7 Harvard University Press.
Van Vianen, A. E. M. (2000). Person-organization fit: The match between newcomers’ and recruiters’ preferences for organizational cultures. Personnel Psychology, 53, 113-149.
Van Dyne, L., Graham, J. W. & Dienesch, R. M. (1994). Organizational citizenship behavior: Construct redefinition, measurement and validation. Academy of Management Journal, 37, 765-802.
Van Scotter, J. R. & Motowidlo, S. J. (1996). Interpersonal facilitation and job dedication as separate facets of contextual performance. Journal of Applied Psychology, 81, 525-531.
Viswesvaran, C., Ones, D. S. & Schmidt, F. L. (1996). Comparative analysis of the reliability of job performance ratings. Journal of Applied Psychology, 81(5), 557-574.
Walumbwa, F. O., Avolio B. J., Gardner, W. L., Wernsing, T. S. & Peterson S. J. (2008). Authentic Leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
Weiss, H. M. (2002). Deconstructing job satisfaction separating evaluations, beliefs and affective experiences. Human Resource Management, 12, 173-194.
Weiss, H. M. & Cropanzano, R. (1996). Affective events theory: a theoretical discussion of the structure, causes and consequences of affective experiences at work. In B. M. Staw, & L. L. Cummings (Eds.), Research in organizational behavior. Greenwich, CT: JAI Press.
王悅縈 (2009)。真誠領導、仁慈德行領導與魅力型領導對忠誠與信任影響之比較。國立東華大學企業管理研究所碩士論文。
林承賢 (2004)。近五年來臺灣傳播學界博碩士論文使用網路問卷研究方法之後設分析。資訊社會研究,6,25-57。
游森期、余民寧 (2006)。網路問卷與傳統問卷之比較:多樣本均等性方法學之應用。測驗學刊,53(1), 103-127。
王琮閔 (2010)。真誠領導、工作社會特性與工作結果之關聯性和調節效果分析。國立中央大學。