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研究生:游嘉玲
研究生(外文):Chia-Ling You
論文名稱:逢迎行為、轉換型領導與晉升可能性關係之研究
論文名稱(外文):The Study of Ingratiation Behavior, Cross-Level Transformational Behavior Relevant to Promotability Ratings
指導教授:洪贊凱洪贊凱引用關係
指導教授(外文):Tsang-Kai Hung
學位類別:碩士
校院名稱:國立彰化師範大學
系所名稱:人力資源管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2009
畢業學年度:97
語文別:中文
論文頁數:108
中文關鍵詞:逢迎行為關係品質轉換型領導團隊潛力晉升可能性
外文關鍵詞:ingratiation behaviorquality of relationshiptransformational leadershipteam potencypromotability ratings
相關次數:
  • 被引用被引用:1
  • 點閱點閱:634
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:4
在階層式組織中,個體希望追求在工作上的自我實現。研究發現,個體與組織建立良好的關係及組織所創造的環境、領導風格會影響個體留在組織中發展的意願。因此,本研究進一步探討個體和組織的因素對於晉升可能性的關係,並歸納本研究的研究目的如下:(1)探討逢迎行為對晉升可能性的關係(2)探討關係品質對晉升可能性的關係(3)探討關係品質對逢迎行為與晉升可能性的中介關係(4)探討跨層次轉換型領導對晉升可能性的關係(5)探討團隊潛力對晉升可能性的關係(6)探討團隊潛力對跨層次轉換型領導與晉升可能性的中介關係。本研究以便利抽樣方式針對台灣企業主管及員工進行施測,共計發放150個團隊,每個團隊發放4份問卷(主管1份、員工3份),問卷採配對方式進行,扣除無效樣本,實際配對之主管及員工人數共計為213份(71個團隊)。本研究以驗證性因素分析檢視各量表工具品質,並以階層線性模式驗證各研究假設。研究結果發現:(1)逢迎行為對晉升可能性具有正向關係,且關係品質對晉升可能性亦有正向關係;(2)關係品質對逢迎行為與晉升可能性具有完全中介之效果;(3)轉換型領導對團隊潛力具有正向關係;(4)團隊潛力對晉升可能性具有正向關係。最後,本研究提出具體管理意涵如下:(1)員工應建立良好的形象與人互動溝通並與主管建立良好的關係;(2)主管應適時的給予回饋激發員工為組織努力;(3)主管應適時扮演員工心靈導師的角色為員工解決問題。
In the hierarchical organizations, people want to achieve the goal in the work. In prior research, people would stay in the organization when they had good relationship with their company and felt good work condition and leadership. Furthermore, this study aimed to explore the relationship among organization condition, leadership and promotability ratings. In addition, the purposes of this study were (1) the relationship between ingratiation behavior and promotability ratings; (2) the relationship between quality of relationship and promotabilty ratings; (3) the mediating effect of quality of relationship on ingratiation behavior and promotability ratings; (4) the relationship between cross-level transformational leadership and promotability ratings; (5) the relationship between team potency and promotability ratings; (6) the mediating effect of team potency on transformational leadership and promotability ratings. In this study, the target samples were the supervisors and subordinates worked in the common enterprises, and the 150 work teams were convenience sampled. Each work team had to fill out 4 questionnaires (one for supervisor and three for subordinates). There were 213 valid questionnaires collected from 71 work teams. We used confirmation factor analysis, correlation analysis, and hierarchical linear modeling to testify our hypotheses. The findings revealed: (1) ingratiation behavior has positive relation to promotability ratings; (2) quality of relationship has positive relation to promotability ratings; (3) quality of relationship has full mediating effect on ingratiation behavior and promotability ratings; (4) cross-level transformational leadership has positive relation to team potency; (5) team potency has positive relation to promotability ratings. In sum, the practical implications were illustrated as following: (1) it is important to make a positive relationship and impression between supervisors and subordinates; (2) giving feedback to subordinates is important to supervisors; (3) the supervisors should act as a mentor to help subordinates deal with problems.
中文摘要 I
Abstract II
目錄 III
表目次 V
圖目次 VI
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 4
第三節 研究流程 4
第四節 名詞釋義 6
第二章 文獻探討 9
第一節 逢迎行為 9
第二節 晉升可能性 13
第三節 逢迎行為、關係品質與晉升可能性之關係 17
第四節 轉換型領導 22
第五節 轉換型領導、團隊潛力與晉升可能性之關係 27
第三章 研究方法 35
第一節 研究架構 35
第二節 研究對象 36
第三節 研究工具 37
第四節 調查實施 49
第五節 資料分析 50
第四章 研究結果與討論 53
第一節 樣本描述 53
第二節 階層線性模式特性檢視 57
第三節 逢迎行為、關係品質與晉升可能性之關係 58
第四節 轉換型領導、團隊潛力與晉升可能性之關係 63
第五章 結論與建議 65
第一節 研究主要發現 65
第二節 研究結論 68
第三節 研究建議 76
第四節 研究限制 82
參考文獻 84
附錄一 研究問卷 102

表3-1 逢迎之一階及二階驗證性因素分析 38
表3-2 逢迎之驗證性因素分析結果摘要 39
表3-3 關係品質之驗證性因素分析結果摘要 41
表3-4 轉換型領導之驗證性因素分析結果摘要 43
表3-5 團隊潛力之驗證性因素分析結果摘要 44
表3-6 晉升可能性之驗證性因素分析結果摘要 46
表3-7 本研究之團隊層次資料驗證摘要 47
表3-8 本研究之假設型式與驗證條件 51
表4-1 樣本特性統計 55
表4-2 本研究各主變項之平均數、標準差與相關係數 56
表4-3 晉升可能性之虛無模式 59
表4-4 各變項影響之摘要 61
表4-5 隨機係數模式之結果摘要 62
表4-6 轉換型領導與團隊潛力之階層迴歸分析 63
表4-7 各變項影響之摘要 64
表5-1 資料分析結果彙整 67
表5-2 Harman’s 單因子測試法之分析結果 83

圖3-1 研究架構與假設 35
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