臺灣博碩士論文加值系統

　　隨跨層次分析技術漸趨成熟，跨層次實證研究近年來受到組織行為領域研究者的提倡。因此本研究承上述論點出發，探討倫理領導是否能有效影響部屬做出發聲行為的態度，並納入團隊層次各單位之群體分配公正變項，組成多層次分析模型。研究對象為台中市成功嶺及清泉崗及澎湖縣澎防部共50家軍方單位。為了避免共同方法變異的問題，研究問卷區分為主管填答和部屬填答兩種來進行調查。結果顯示在個體層次之倫理領導對部屬贊同性及批評性發聲行為皆有顯著的負向關係，這和本研究之預期不相同。然而，在群體層次之分配公正上則對倫理領導與部屬贊同性發聲行為及批評性發聲行為間扮演與本研究有相同預期之調節效果。本研究指出，相較於低分配公正的單位，高分配公正的團隊在具倫理領導性質的主管帶領之下，部屬表現出來的兩類型發聲行為會較為明顯。此研究結果傳達了一個重要的訊息：各單位主管於內部管理時不應該忽略群體層次的影響，更應該思考諸如單位的分配公正性、群體氛圍，甚至群體成員內部互動的特性，才能確保制度的效率達到我們的預期，並且達到較高的績效。

　With mature techniques, the cross-level analysis studies have been recommended by the researchers in the field of organization behavior in recent years. Following these points mentioned above, we develop a cross-level analysis model and examine the process linking ethical leadership and the two types of subordinates’ voice behavior. Then we put a moderation of organization justice into this model. Research subjects are 50 units of Taiwan’ military located in both Taichung country and Penghu county. In order to avoid common method variance, we collect samples from both managers and subordinates. Our results show that individual-level EL is negatively related to the two types of subordinates’ voice behavior. That’s contrary to my expectation. However, store-level distributive justice moderates the effect between individual-level ethical leadership and the two types of subordinates’ voice behavior such that the effects are the same with my expectation. Also, compared with a weaker distributive justice unit, in a higher distributive justice unit, the effect between individual-level EL and the two types of subordinates’ voice behavior are higher. This result shows an important message that a manager should not ignore the effect of store-level such as distributive justice and group climate. To get a better attitude of voice behavior, a manager needs not only to focus on EL or Trust but also to pay more attention to the interaction dynamics among subordinates. As a result, the unit or organization will get higher profit or performance.

目錄
中文摘要 I
Abstract I
誌謝 I
目錄 I
表目錄 I
圖目錄 I
第一章 緒論 I
1.1 研究背景與動機 1
1.2 研究目的 6
1.3 研究流程 7
第二章 文獻探討 8
2.1 倫理領導 8
2.2 發聲行為 15
2.3 分配公正 22
第三章 研究假設 27
3.1 研究架構 27
3.2 研究假說 28
第四章 研究設計 32
4.1 變數操作性定義與衡量 32
4.2 研究對象 35
4.3 資料蒐集與抽樣設計 35
4.4 資料分析方法 37
4.5 研究樣本回收 42
4.6 信度與效度分析 44
4.7 確認性因素分析 47
4.8 內部一致性分析 48
4.9 相關分析 49
4.10階層線性模式分析 50
第五章 結論與建議 58
5.1 假說驗證 58
5.2 研究貢獻與管理意涵 60
5.3 研究限制與建議 62
參考文獻 66
附錄1 82
附錄2 85

表目錄
表2-1 領導的定義 9
表2-2 領導理論與研究的發展趨勢 11
表2-3 倫理領導之定義彙整 13
表2-4 倫理領導與精神領導、真誠領導及轉換型領導之比較 14
表2-5 發聲行為之定義彙整 17
表2-6 贊同性發聲行為和批評性發聲行為之比較 19
表2-7 組織公平之定義彙整 23
表2-8 組織公平之構面彙整 24
表4-1 KMO統計量的判斷原理 40
表4-2 問卷回收情形 42
表4-3 樣本特性敘述 43
表4-4 倫理領導因素與信度分析 1
表4-5 發聲行為因素與信度分析 45
表4-6 分配公正因素與信度分析 46
表4-7 確認性因素分析表 47
表4-8 內部一致性分析結果表 48
表4-9 各變數之敘述統計與相關係數分析表 49
表4-10 個體層次跨層次分析結果1 51
表4-11 個體層次跨層次分析結果2 52
表4-14 研究結果摘要 57

圖目錄
圖 1-1 本研究之流程圖 7
圖 3-1 本研究架構圖 27
圖 4-12倫理領導、贊同性發聲行為與群體分配公正在個體層次的交互作用圖 55
圖 4-13倫理領導、批評性發聲行為與群體分配公正在個體層次的交互作用圖 56

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