臺灣博碩士論文加值系統

知識時代下，高科技廠商面臨著充滿高風險和激烈變化的國際競爭環境，維持企業生存之道，不外乎需要有效能的領導者，來建立企業之願景目標並化解來自各方的挑戰。而魅力型領導者正是具有願景、能夠接受風險並對內外環境有一定的敏感知覺。 而一領導者得以引領整個企業是來自於權力，一般而言，魅力型領導者較強調其個人權力，本研究將同時探討個人權和職位權對魅力型領導者影響的情況。另外，在魅力領導的過程中，也強調領導者和部屬間的互動關係，因此組織公民行為如何受此過程之影響也是探討的要點之一。而在魅力型領導影響部屬行為時，是否會因為部屬人格特質受到影響，造成加強或減弱效果。
本研究以南科部屬和主管為研究對象，發放375對問卷，共回收81對有效問卷。針對問卷資料，利用信度分析、典型相關分析、迴歸分析、LISREL來驗證本研究之假設和整體模式之適配度。本研究所得結果包括，職位權和個人權皆對魅力型領導和組織公民行為有顯著正向影響；魅力型領導對組織公民行為有顯著正向影響。除此，部屬人格特質具有調節之效果。最後，就本研究之結論與意涵作探討，並針對管理實務及未來研究方向提出建議，以供學術界與實務界卓參。

In the era of knowledge-based economy, the high-tech firms are facing an international competitive environment with high risks and radical changes. To exist continuously, enterprises need an effective leader to create visions and deal with diverse challenges. A charismatic leader would like to have a vision, take risks, and have sensitivity to toward the surroundings. As power bases existing, a leader can pilot organizations into excellent operation. Generally, researchers emphasize personal power in a charismatic process. This research explores the influence condition of position power and personal power on charismatic leaders simultaneously. The process of charismatic leadership also focuses the interaction of a leader and a subordinate. Therefore, how organizational citizenship behaviors are influenced in this process is a point needed to study. Finally, this research explores whether subordinates’ personality traits have certain effects or not as charismatic leaders influence subordinates’ behaviors.
Three hundred and seventy five dyads of questionnaires were distributed to supervisors and subordinates in Southern Taiwan Science Park, and 81 dyads of questionnaires are effectively returned. Reliability analysis, canonical correlation analysis, regression analysis, and LISREL are adopted to demonstrate the hypotheses of this research and goodness-of-fit of research model. The results show that this goodness-of-fit of research model is acceptable. Both position power and personal power have significant positive effects on charismatic leadership and organizational citizenship behaviors (OCBs). Charismatic leadership has a significant positive effect on OCBs. Besides, personality traits have moderating influence on the relationship between charismatic leadership and OCBs. In the end, there are discussion on the conclusion and implications and this research offers suggestions on management practices and directions of future research for academia and practice.

CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivations 1
1.2 Research Objectives 5
1.3 Research Procedure 6
1.4 Structure of Thesis 7
CHAPTER TWO LITERATURE REVIEW 8
2.1 Power Bases 8
2.1.1 Power 8
2.1.2 Power Base 9
2.1.3 The Consequences of Power Bases 12
2.2 Charismatic Leadership 15
2.2.1 Leadership 15
2.3 Organizational Citizenship Behavior 23
2.3.1 Organizational Citizenship Behavior 23
2.3.2 The Behavior Content of OCBs 25
2.3.3 The Relevant Researches of OCBs 28
2.4 Personality Traits 31
2.4.1 Personality 31
2.4.2 The Model of Personality Traits 33
2.5 Relationship among constructs 35
2.5.1 Power Bases and Charismatic Leadership 35
2.5.2 Charismatic Leadership and Organizational Citizenship Behaviors 36
2.5.3 Power Bases and Organizational Citizenship Behaviors 37
2.5.4 The Relationships among Powers, Charismatic Leadership and Organizational Citizenship Behaviors 37
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 39
3.1 Research Framework 39
3.2 Variables Measurement and Questionnaire Design 40
3.2.1 Power Bases 40
3.2.3 Organizational Citizenship Behaviors 42
3.2.4 Employees’ Personality Traits 43
3.3 Sampling Design 44
3.4 Analysis of Data Plan 45
3.5 Analysis of Reliability and Validity 46
3.5.1 Analysis of Reliability 46
3.5.2 Analysis of Vailidity 46
3.5.3 The Adjusted Research Framework 52
CHAPTER FOUR RESEARCH ANALYSIS AND RESULTS 53
4.1 Characteristics of the Samples and Dimensions 53
4.1.1 Characteristics of the Sample of Employees 53
4.1.2 Characteristics of Dimensions 56
4.2 Correlation of Constructs 58
4.3 Regression Analysis of Constructs 66
4.4 The Moderating Effect of Employees’ Personality Traits on Charismatic Leadership and OCBs 72
4.5 Analysis of Full-Model 75
CHAPTER FIVE DISCUSSION AND IMPLICATIONS 77
5.1 Discussion of the Findings 77
5.1.1 The Correlation of Power Bases, Charismatic Leadership and OCBs 77
5.1.2 Influence Relationship among Power Bases, Charismatic Leadership, and OCBs 78
5.2 Implications and Suggestions 82
5.3 Limitations of the Research 84
REFERENCE 85
Appendix 1 Expert Questionnaire of Power Bases 92
Appendix 2 Content Validity of Questionnaire of Power Bases 102
Appendix 3 Description and Questionnaire 108

Ackfeldt, A. L., & Coote, L. V. (2005). A study of organizational citizenship behaviors in a retail setting. Journal of Business Research, 58(2), 151-159.

Advancing the Business of Technology (2003), http://www.aeanet.org/Publications/IDMK_definition.asp

Allport, G. W. (1937). Personality: A psychological interpretation, N.Y.: Holt.
Antonakis, J. (2005). Leadership: What is it and how it is implicated in strategic change? International Journal of Management Cases.
Atwater, L. E., & Yammarino, F. J. (1996). Bases of power in relation to leader behavior: A field investigation. Journal of Business and Psychology, 3-22.
Bachman, J. G., Bowers, D. G., & Marcus, P. M. (1968). Bases of supervisory power: A comparative study in five organizational settings. In A. S. Tannenbaum (Eds.), Control in organizations (pp. 229–280). N.Y.: McGraw-Hill.
Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire, Redwood City, CA: Mind Garden.
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee “citizenship.” Academy of Management Journal, 26, 587–595.
Barksdale, K., & Werner, J. M. (2001). Managerial ratings of in-role behaviors, organizational citizenship behaviors, and overall performance: Testing different models of their relationship. Journal of Business Research, 51(2), 145-155.
Barnard, C. I. (1938). The functions of the executive, Cambridge, MA: Harvard University Press.
Behling, O., & McFillen, J. M. (1996). A syncretical model of charismatic/ transformational leadership. Group and Organization Management, 21, 163-191.
Blau, P. M. (1964). Exchange and power in social life, N. Y.: Wiley.
Brass, D. J., & Burkhardt, M. E. (1993). Potential power and power use: An investigation of structure and behavior. Academy of Management Journal, 36, 441-470.
Busch, P. (1980). The sales managers’ bases of social power and influence upon the sales force. Journal of Marketing, 44, 91–101.
Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further assessments of Bass's（1985）conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80(4), 468-478.
Carducci, B. J. (1998). The psychology of personality. C.A.: Brooks/Cole Publishing Company.
Carson, P. P., Carson, K. D., & Roe, C. W. (1993). Social power bases: A meta-analytic examination of interrelationships and outcomes. Journal of Applied Social Psychology, 23, 1150–1169.
Catell, R. B. (1950). Personality: A systematic, theoretical, and factual study, N.Y.: McGraw-Hill.
Conger, J. A., & Kanungo, R. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637–647.
Conger, J. A., & Kanungo, R. (1988). Charismatic leadership: The elusive factor in organization effectiveness. San Francisco: Jossey-Bass.
Conger, J. A., & Kanungo, R. N. (1992). Perceived behavioral attributes of charismatic leadership. Canadian Journal of Behavioral Science, 24, 86-102.
Conger, J. A., & Kanungo, R. N. (1994). Charismatic leadership in organizations: Perceived behaiovral attributes and thier measurement. Journal of Organizational Behavior, 15, 439-452.
Conger, J. A., & Kanungo, R. N. (1998a). The empowerment process: Integrating theory and practice. Academy of Management, 13(3), 471.
Conger, J. A., & Kanungo, R. N. (1998b). Charismatic leadership in organizations, Thousand Oaks, CA7 Sage.
Costa, P. T., & McCrae, R. R. (1992). NEO PI-R: Professional manual: Revised NEO PI-R and NEO-FFI. Florida: Psychological Assessment Resources, Inc.
Council for Economic Planning and Development of Executive Yuan (2005), Economic Development, Taiwan, R.O.C. Retrieved January 20, 2006, from
http://www.cepd.gov.tw/upload/OVERALL/PubStat/EcoDev/

Daft, R. L. (2004). Organization theory and design, (8th ed.). South-Western Pub.
D’Aveni, R. A. (1998). Hypercompetition. Ian C. MacMillan.
DuBrin, A. J. (2004). Leadership: Research findings, practice, and skills, (4th ed.). Boston: Houghton Mifflin.
Dunne, E. J. Jr., Stahl, M. J., & Melhart, L. J. Jr. (1978). Influence sources of project and functional managers in matrix organizations. The Academy of Management Journal, 21, 135–140.
Etzioni, A. (1961). A comparative analysis of complex organizations on power, involvement, and their correlates. N. Y.: The Free Press.
Eysenck, H. J., & Eysenck, S. B. G. (1969). Personality structure and measurement. London: Routledge.
Eysenck, H. J., & Eysenck, S. B. G. (1976). Psychoticism as a dimension of personality. London: Hodder and Stoughton.
French, J. R. P., & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Ann Arbor, MI: Institute for Social Research.
Friedman, M., & Rosenman, R. H. (1959). Association of specific over behavior pattern with blood and cardiovascular findings. JAMA, 169, 1286-1296.
Gioia, D. A., & Sims, H. P. (1983). Perceptions of managerial power as a consequence of managerial behavior and reputation. Journal of Management, 9, 7–26.
Goldberg, L. R. (1992). The development of markers for the big-five factor structure. Psychological Assessment, 4, 26-42.
Gutiérrez, J. L. G., Jiménez, B. M., Hernández, E. G., & Puente, C. P. (2005). Personality and subjective well-being: Big five correlates and demographic variables. Personality and Individual Differences, 38, 1561–1569.
Hackman, M. Z., & Johnson, C. E. (2004). Leadership: A communication perspective, (4th ed.). Waveland Press, Inc.
Hersey, P., Blanchard, K. H., & Natemeyer, W. E. (1979). Situational leadership, perception, and the impact of power. Group & Organization Studie, Beverly Hills, 4(4), 418.
Hian, C. K., & Chan, K. L. (1997). The effects of power bases on subordinate compliance and satisfaction: An empirical study of accountants. British Accounting Review, 29, 49-65.
Hinkin, T. R., & Schriesheim, C. A. (1989). Development and application of new scales to measure the French & Raven (1959) bases of social power. Journal of Applied Psychology, 74, 561–567.
Hollander, E. P., & Offermann, L. (1990). Power and leadership in organizations: Relationships in transition. American Psychologist, 45, 179-189.
House, R. J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Ed.). Leadership: The cutting edge (pp. 189–207). Carbondale, IL: Southern Illinois University Press.
House, R. J., & Shamir, B. (1993). Toward the integration of transformational, charismatic, and visionary theories. In M. M. Chemers & R. Ayman (Ed.), Leadership theory and research: Perspectives and directions (pp. 81–107). San Diego: Academic Press.
Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of business unit performance. Journal of Applied Psychology, 78, 891-902.
Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. Academy of Management Review, 30(1), 96-112.
IEK (2005),
http://www.iek.itri.org.tw/home/home.aspx
Kassin, S. (2003). Psychology. Prentice-Hall, Inc.
Katz, D. (1964). Motivational basis of organizational behavior. Behavioral Science, 9, 131–146.
Katz, D., & Kahn, R. L. (1966). The social psychology of organizations. N.Y.: Wiley.
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations, (2nd ed.). N.Y.: Wiley.
Klein, K. J., & House, R. J. (1995). On fire: Charismatic leadership and levels of analysis. Leadership Quarterly, 6, 183-198.

Lin, I. C. (2003). Micro-political analysis of the exercise of power and conflict management tactics conducted by junior high school principals, and their relationship with school effectiveness. Department of Education of National Taipei University of Education, Unpublished doctoral dissertation, Taipei City.
Liu, W. N. (2004). Global knowledge management competence and competitive advantage: The role of dynamic capabilities. Institute of Human Resource Management of National Sun Yat-sen University, Unpublished doctoral dissertation, Kaohsiung City.
Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformation and transactional leadership: A meta-analytic review of the MLQ literature. Leadership Quarterly, 7, 385-425.
MacKenzie, S. B., Podsakoff, P. M., & Fetter, R. (1991). Organizational citizenship behavior and objective productivity as determinants of managerial evaluations of salespersons’ performance. Organizational Behavior and Human Decision Processes, 50, 123-150.
Mason, D. E. (2004). Secrets of the charismatic leader. Nonprofit World, 22(4), 19.
McCelland, D.C., & Burnham, D.H. (1976). Power is the great motivator, Harvard Business Review, 54, 100–110.
Mossholder, K. W., Kemery, E. R., & Wesolowski, M. A. (1998). Relationships between bases of power and work reactions: The mediational role of procedural justice. Journal of Management, 24(4), 533-552.
Nahavandi, A. (2003). The art and science of leadership, (3rd ed.). Upper Saddle River, NJ: Prentice-Hall.
Netemeyer, R. G., Boles, J. S., McKee, D. O., & McMurrian, R. C. (1997). An investigation into the antecedents of organizational citizenship behaviors in personal selling context. Journal of Marketing, 61, 85-98.
Northouse, P. (2001). Leadership: Theory and practice, (2nd ed.). Thousand Oaks, CA: Sage.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.
Organ, D. W. (1997). Organizational citizenship behavior: It’s construct clean-up time. Human Performance, 10, 85-97.
Podsakoff, P. M., & MacKenzie, S. B. (1994). Organizational citizenship behaviors and sales unit effectiveness. Journal of Marketing Research, 3(1), 351–363.
Podsakoff, P. M., & MacKenzie, S. B. (1997). The impact of organizational citizenship behavior on organizational performance: A review and suggestions for future research. Human Performance, 10, 133–151.
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1990). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22, 259–298.
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22, 259–298.
Podsakoff, P.M., MacKenzie, S.B., & Fetter, R. (1993). Substitutes for leadership and the management of professionals. The Leadership Quarterly, 4, l-44.
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.

Podsakoff, P. M., Niehoff, B. P., MacKenzie, S. B., & Williams, M. L. (1993). Do substitutes for leadership really substitute for leadership? An empirical examination of Kerr and Jermier’s situational leadership model. Organizational Behavior and Human Decision Processes, 54, l-44.
Raven, B. H., & Kruglanski, A. W. (1975). Conflict and power. In. C. Swingle（Ed.）. The structure of conflict. N.Y.: Academic Press.
Rost, J. C. (1993). Leadership in the new millennium. The Journal of Leadership Studies, 99.
Shamir, B., & Howell, J. M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. Leadership Quarterly, 10, 257-283.
Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 655–663.
Sosik, J. J., Jung, D. I., Berson, Y., Dionne, S. D., & Jaussi, K. S. (2004). The dream weavers: Strategy-focused leadership in technology-driven organizations, Greenwich, CT7 Information Age.
Sosik, J. J. (2005). The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. The Leadership Quarterly, 16(2), 221-244.

Thibaut, J. W., & Kelley, H. H. (1959). The social psychology of groups. N.Y.: Wiley.
Timothy, A. J., & Joyce, E. B. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85(5), 751-765.
Tubbs, S. L., & Schulz, E. (2006). Exploring a taxonomy of global leadership cometencies and meta-competencies. Journal of American Academy of Business, 8 (2), 29-34.
Turnipseed, D. L. (2002). Are good soldiers good? Exploring the link between organizational citizenship behavior and personal ethics. Journal of Business Research, 55(1), 1–15.
Van Dyne L., Graham, J. W., & Dienesch, R. M. (1994). Organizational citizenship behavior: Construct redefinition, measurement, and validation. Academy Management Review, 37(4), 765– 802.
Van Dyne, L., Cummings, L. L., & Parks, J. M. (1995). Extra-role behaviors: In pursuit of construct and definitional clarity (A bridge over muddied waters). In L. L. Cummings & B. M. Staw (Eds.), Research in Organizational Behavior, 17 (pp. 215–285). Greenwich, CT: JAI Press.
Weber, M. (1924/1947). The theory of social and economic organizations. N.Y.: Free Press.
Weber, M. (1947). The theory of social and economic organizations (R. A. Henderson & T. Parsons, Trans.). N.Y.: Free Press.
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601–617.
Yukl, G. (1998). Leadership in organizations, (4th ed.). Upper Saddle River, NJ: Prentice-Hall.
Yukl, G. A., & Falbe, C. M.（1991）, Importance of different power sources in downward and lateral relations. Journal of Applied Psychology, 76, 416-423.
Yukl, G. A. (2004). Leadership in organization, (5th ed.). N.J.: Prentice Hall.
Yukl, G. A. (2006). Leadership in organization, (6th ed.). N.J.: Prentice Hall.