跳到主要內容

臺灣博碩士論文加值系統

(44.211.26.178) 您好!臺灣時間:2024/06/24 21:21
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果 :::

詳目顯示

我願授權國圖
: 
twitterline
研究生:胡二華
研究生(外文):Yee Hwa Melvin Foo
論文名稱:馬基維利領導者與部屬工作表現:行為正直的中介與企業倫理價值觀的調節效果
論文名稱(外文):Machiavellian Leaders and The Work Outcomes of Their Subordinates: The Mediating Effect of Behavioral Integrity and As Moderated By Corporate Ethical Values
指導教授:鄭伯壎鄭伯壎引用關係
口試委員:姜定宇林姿葶
口試日期:2014-05-29
學位類別:碩士
校院名稱:國立臺灣大學
系所名稱:心理學研究所
學門:社會及行為科學學門
學類:心理學類
論文種類:學術論文
論文出版年:2014
畢業學年度:102
語文別:英文
論文頁數:64
中文關鍵詞:馬基維利主義正直情感性組織承諾工作績效企業倫理價值觀
外文關鍵詞:MachiavellianismBehavioral IntegrityAffective Organizational CommitmentJob PerformanceCorporate Ethical Values
相關次數:
  • 被引用被引用:0
  • 點閱點閱:272
  • 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:2
馬基維利主義出自於尼科洛馬基維利在16 世紀中的著作。它普遍是用來描述善於操縱與操弄別人的人。關於馬基維利主義的研究自1970 年開始盛行至今,但大部分的研究都只專注於擁有馬基維利性格的人對於他們自己本身的影響,而冷落了馬基維利性格對於他人的影響。因此,本研究的目的是探討擁有馬基維利性格的領導人和他們對於部屬的情感性組織承諾與工作績效的影響。此外,本研究提出並認為部屬知覺領導者的正直觀將中介這段關係。企業倫理價值觀將調節部屬知覺領導正直與部屬們的情感性組織承諾與工作績效的關係。實驗結果支持了馬基維利主義的領袖人對於部屬的情感性組織承諾的直接關係,但不支持對於部署工作績效的關係。實驗顯示沒有任何中介與調節效果。

Machiavellianism came from the writings of Niccolo Machiavelli in the 16th century. It is usually used to describe manipulative and devious individuals. Since 1970s, research about Machiavellianism had bloomed but most of the research till now had only focused on the Machiavellian actors themselves and not their effects on others. Thus, the purpose of this study was to investigate the direct relationship of Machiavellian leaders and their effects on the work outcomes, the affective organizational commitment and job performance, of their subordinates. Furthermore, this study proposed that subordinate perception of leader behavioral integrity would mediate the relationship. Corporate ethical values were proposed to moderate the relationship of behavioral integrity to the work outcomes of the subordinates. Results supported the notion that there was a direct relationship between leaders personality trait of Machiavellianism and the affective organizational commitment, but not the job performance, of the subordinates. No significant results were found for the mediation and moderation effects for both affective organizational commitments of the subordinates and their job performance.

摘要 .................................................................................................................. i
Abstract ........................................................................................................... ii
Table of Contents ............................................................................................ iii
List of Tables and Figures ................................................................................. v
Chapter 1: Introduction .................................................................................... 1
Chapter 2: Literature Review ............................................................................. 5
2.1 Machiavellianism ........................................................................................ 5
2.2 Subordinates Work Outcomes ................................................................... 10
2.3 Machiavellian Leaders and Subordinates Work Outcomes .......................... 12
2.4 Behavioral Integrity .................................................................................. 14
2.5 Mediating Effects of Behavioral Integrity ................................................... 19
2.6 Moderating Effects of Corporate Ethical Values ......................................... 21
Chapter 3: Method ......................................................................................... 24
3.1 Participants .............................................................................................. 24
3.2 Measures .................................................................................................. 27
3.3 Procedures ............................................................................................... 29
3.4 Data Analysis ............................................................................................ 30
Chapter 4: Results .......................................................................................... 31
4.1 Confirmatory Factor Analysis .................................................................... 31
4.2 Correlation Coefficients ............................................................................ 31
4.3 Hierarchical Regressions Analysis .............................................................. 33
Chapter 5: Discussion ..................................................................................... 36
5.1 Discussions of Research Results ................................................................ 36
5.2 Research Limitations and Future Studies ................................................... 40
5.3 Theoretical and Practical Implications ....................................................... 43
5.4 Conclusion ............................................................................................... 45
References ...................................................................................................... 46
Appendix ........................................................................................................ 58

Adams, J. S., Tashchian, A., &; Shore, T. H. (2001). Codes of ethics as signals for ethical behavior. Journal of Business Ethics, 29, 199-211.
Ajzen, I. (1988). Attitudes, personality, and behavior. Milton Keynes: Open University Press.
Allen, N. J., &; Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18.
Allen, T. H. (1990). An investigation of Machiavellianism and imagined interaction. Communication Research Reports, 7(2), 116-120.
Baker, T. L., Hunt, T. G., &; Andrews, M. C. (2006). Promoting ethical behavior and organizational citizenship behaviors: The influence of corporate ethical values. Journal of Business Research, 59, 849-857.
Barney, J. B. (1986). Organizational Culture: Can It Be a Source of Sustained Competitive Advantage? The Academy of Management Review, 11(3), 656-665.
Baron, R. M., &; Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality ad Social Psychology, 51, 1173-1182.
Bass, B. M., &; Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217.
Bedell, K., Hunter, S., Angie, A., &; Vert, A. (2006). A historiometric examination of Machiavellianism and a new taxonomy of leadership. Journal of Leadership &; Organizational Studies, 12(4), 50-72.
Calhoon, R. P. (1969). Niccolo Machiavelli and the Twentieth century administrator. The Academy of Management Journal, 12(2), 205-212.
Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. In M. D. Dunnette &; L. M. Hough (Eds.), Handbook of Industrial and Organizational Psychology. Palo Alto, Calif: Consulting Psychologists Press.
Campbell, J. P., Campbell, R. J., &; Associates. (1988). Productivity in organizations: New perspectives from industrial and organizational psychology. San Francisco: Jossey-Bass.
Campbell, J. P., Dunnette, M. D., Lawler, E. E., &; Weick, K. E. (1970). Managerial behavior, performance, and effectiveness. New York: McGraw-Hill.
Carpenter, R. H. (1990). The statistical profile of language behavior with Machiavellian intent or while experiencing caution and avoiding self-incrimination. Annals of the New York Academy of Sciences, 606, 5-17.
Cheng, B.-S., Chou, L.-F., Wu, T.-Y., Huang, M.-P., &; Farh, J.-L. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7, 89-117.
Christie, R., &; Geis, F. L. (1970). Studies in Machiavellianism. New York: Academic Press.
Connor, P. E., &; Becker, B. W. (1975). Values and the organization: Suggestions for research. The Academy of Management Journal, 18(3), 550-561.
Cox, T. J. (1993). Cultural diversity in organizations: Theory, research, and practice. San Francisco: Berrett-Koehler.
Deal, T. E., &; Kennedy, A. A. (1982). Corporate culture: The rites and rituals of coporate life. Reading, MA: Addison-Wesley.
Delaney, J. T., &; Sockell, D. (1992). Do company ethics training programs make a difference? An empirical analysis. Journal of Business Ethics, 11, 719-727.
Deluga, R. J. (2001). American presidential Machiavellianism implications for charismatic leadership and rated performance. The Leadership Quarterly, 12, 339-363.
Farh, J.-L., Dobbins, G. H., &; Cheng, B.-S. (1991). Cultural relativity in action: A comparison of self-ratings made by Chinese and U.S. Workers. Personnel Psychology, 44(1), 129-147.
Fehr, B., Samsom, D., &; Paulhus, D. L. (1992). The construct of Machiavellianism: Twenty years later. In C. D. Spielberger &; J. N. Butcher (Eds.), Advances in personality assessment (Vol. 9, pp. 77-116). Hillsdale, NJ: Erlbaum.
Ferris, G. R., Treadway, D. C., Perrewe, P. L., Brouer, R. L., Douglas, C., &; Lux, S. (2007). Political skill in organizations. Journal of Management, 33(3), 290-320.
Fry, W. R. (1985). The effect of dyad Machiavellianism and visual access on integrative bargaining outcomes. Personality and Social Psychology Bulletin, 11(1), 51-62.
Gable, M., &; Dangello, F. (1994a). Job Involvement, Machiavellianism and Job Performance. Journal of Business and Psychology, 9(2), 159-170.
Gable, M., &; Dangello, F. (1994b). Locus of control, machiavellianism, and managerial job performance. The Journal of Psychology, 128(5), 599-608.
Gable, M., Hollon, C., &; Dangello, F. (1992). Managerial structuring of work as a moderator of the Machiavellianism and job performance relationship. The Journal of Psychology, 126(3), 317-325.
Gable, M., &; Topol, M. T. (1991). Machiavellian managers: Do they perform better? Journal of Business and Psychology, 5(3), 355-366.
Galie, P. J., &; Bopst, C. (2006). Machiavelli &; modern business: Realist thought in contemporary corporate leadership manuals*. Journal of Business Ethics, 65(3), 235-250.
Goldberg, L. R. (1999). A broad-bandwidth, public-domain, personality inventory measuring the lower-level facets of several Five-Factor models. In I. Mervielde, I. J. Deary, F. DeFruyt &; F. Ostendorf (Eds.), Personality Psychology in Europe (Vol. 7, pp. 7-28). The Netherlands: Tilburg University Press.
Graham, J. H. (1996). Machiavellian project managers: do they perform better? International Journal of Project Management, 14(2), 67-74.
Grams, W. C., &; Rogers, R. W. (1990). Power and personality: Effects of Machiavellianism, need for approval, and motivation on use of influence tactics. The Journal of General Psychology, 117(1), 71-82.
Hackett, R. D., Bycio, P., &; Hausdorf, P. A. (1994). Further assessments of Meyer and Allen''s (1991) Three-component model of organizational commitment. Journal of Applied Psychology, 79(1), 15-23.
Heider, F. (1958). The Psychology of Interpersonal Relations. New York: Wiley.


Hodson, G., Hogg, S. M., &; MacInnis, C. C. (2009). The role of “dark personalities” (narcissism, Machiavellianism, psychopathy), Big Five personality factors, and ideology in explaining prejudice. Journal of Research in Personality, 43(4), 686-690.
House, R. J., &; Howell, J. M. (1992). Personality and charismatic leadership. Leadership Quarterly, 3(2), 81-108.
Howell, J. M., &; Avolio, B. J. (1992). The ethics of charismatic leadership: submission or liberation? Academy of Management Executive, 6(2), 43-54.
Hunt, S. D., Wood, V. R., &; Chonko, L. B. (1989). Corporate ethical values and organizational commitment in marketing. Journal of Marketing, 53(3), 79-90.
Jansen, E., &; Glinow, M. A. V. (1985). Ethical ambivalence and organizational reward systems. The Academy of Management Review, 10(4), 814-822.
Jones, G. E., &; Kavanagh, M. J. (1996). An experimental examination of the effects of individual and situational factors on unethical behavioral intentions in the workplace. Journal of Business Ethics, 15, 511-523.
Judge, T. A., Piccolo, R. F., &; Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20(6), 855-875.
Kaptein, M. (2008). Ethics programs and ethical culture: A next step in unraveling their multi-faceted relationship. Journal of Business Ethics, 89(2), 261-281.


Kessler, S. R., Bandelli, A. C., Spector, P. E., Borman, W. C., Nelson, C. E., &; Penney, L. M. (2010). Re-examining Machiavelli: A three dimensional model of Machiavellianism in the workplace. Journal of Applied Social Psychology, 40(8), 1868-1896.
Key, S. (1999). Organizational ethical culture: Real or imagined? Journal of Business Ethics, 20, 217-225.
Kiazad, K., Restubog, S. L. D., Zagenczyk, T. J., Kiewitz, C., &; Tang, R. L. (2010). In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior. Journal of Research in Personality, 44(4), 512-519.
Kipnis, D. (1972). Does power corrupt? Journal of Personality and Social Psychology, 24(1), 33-41.
LeClair, D. T., &; Ferrell, L. (2000). Innovation in experiential business ethics training. Journal of Business Ethics, 23, 313-322.
Lee, K., &; Ashton, M. C. (2005). Psychopathy, Machiavellianism, and Narcissism in the Five-Factor Model and the HEXACO model of personality structure. Personality and Individual Differences, 38(7), 1571-1582.
Leroy, H., Palanski, M. E., &; Simons, T. (2011). Authentic leadership and behavioral integrity as drivers of follower commitment and performance. Journal of Business Ethics, 107(3), 255-264.
Machiavelli, N. (1998). The prince. (H. C. Mansfield, Trans.). Chicago: University of Chicago Press. (Original work published 1513)
Mael, F. A., Waldman, D. A., &; Mulqueen, C. (2001). From scientific work to organizational leadership: Predictors of management aspiration among technical personnel. Journal of Vocational Behavior, 59(1), 132-148.
Mayer, R. C., Davis, J. H., &; Schoorman, F. D. (1995). An integrative model of organizational trust. The Academy of Management Review, 20(3), 709-734.
Mayer, D., &; Greenberg, H. M. (1964). What Makes a Good Salesman [Case Study]. Boston, MA: Harvard Business School Publishing.
McGee, G. W., &; Ford, R. C. (1987). Two (or More?) Dimensions of organizational commitment: Reexamination of the affective and continuance commitment scales. Journal of Applied Psychology, 72(4), 638-642.
Meyer, J. P., &; Allen, N. J. (1991). A Three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.
Meyer, J. P., Allen, N. J., &; Gellatly, I. R. (1990). Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations. Journal of Applied Psychology, 75(6), 710-720.
Meyer, J. P., Allen, N. J., &; Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538-551.
Mirvis, P. H., &; Kanter, D. L. (1991). Beyond demography: A psychographic profile of the workforce. Human Resource Management, 30(1), 45-68.
Mischel, W. (1977). The Interaction of Person and Situation. In D. Magnusson &; N. Endler (Eds.), Personality at the crossroads: Current Issues in Interactional Psychology (pp. 333-352). Hills-dale, NJ: Erlbaum.
Mischel, W. (1984). Convergences and challenges in the search for consistency. American Psychologist, 39(4), 351-364.
Mowday, R. T., Porter, L. W., &; Steers, R. M. (1982). Employee-organization linkages: The psychology of commitment, absenteeism, and turnover. New York: Academic Press.
Mudrack, P. E., &; Mason, E. S. (1996). Individual ethical beliefs and perceived organizational interests. Journal of Business Ethics, 15, 851-861.
Nieuwenburg, P. (2007). The integrity paradox. Public Integrity, 9(3), 213-224.
Northouse, P. G. (2013). Leadership: Theory and Practice (6th ed.). Thousand Oaks, CA: SAGE Publications, Inc.
Nyhan, R. C. (1999). Increasing affective organizational commitment in public organizations: The key role of interpersonal trust. Review of Public Personnel Administration, 19(3), 58-70.
Olshavsky, R. W. (1973). Customer-salesman interaction in appliance retailing. Journal of Marketing Research, 10(2), 208-212.
Palanski, M. E., Kahai, S. S., &; Yammarino, F. J. (2011). Team virtues and performance: An examination of transparency, behavioral integrity, and trust. Journal of Business Ethics, 99, 201-216.
Palanski, M. E., &; Yammarino, F. J. (2007). Integrity and leadership. European Management Journal, 25(3), 171-184.
Palanski, M. E., &; Yammarino, F. J. (2011). Impact of behavioral integrity on follower job performance: A three-study examination. The Leadership Quarterly, 22(4), 765-786.
Paulhus, D. L., &; Williams, K. M. (2002). The dark triad of personality: Narcissism, Machiavellianism, and psychopathy. Journal of Research in Personality, 36, 556-563.
Peters, T. J., &; Waterman, R. H. (1982). In Search of Excellence: Lessons from America''s Best-Run Companies. New York: Harper &; Row.
Ramsay, M. (2012). Machiavellianism. In Encyclopedia of Applied Ethics (Second Edition). (Vol. 3, pp. 1-9). San Diego, CA: Academic Press Inc.
Rawwas, M. Y. A. (1996). Consumer ethics: An empirical investigation of the ethical beliefs of austrian consumers. Journal of Business Ethics, 15, 1009-1019.
Rawwas, M. Y. A., Al-Khatib, J. A., &; Vitell, S. J. (2004). Academic dishonesty: A cross-cultural comparison of U.S. and Chinese marketing students. Journal of Marketing Education, 26(1), 89-100.
Rayburn, J. M., &; Rayburn, L. G. (1996). Relationship between Machiavellianism and type A personality and ethical orientation. Journal of Business Ethics, 15, 1209-1219.
Rhoades, L., Eisenberger, R., &; Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825-836.
Ricks, J., &; Fraedrich, J. (1999). The paradox of Machiavellianism: Machiavellianism may make for productive sales but poor management Reviews. Journal of Business Ethics, 20, 197-205.
Sakalaki, M., Richardson, C., &; Thepaut, Y. (2007). Machiavellianism and economic opportunism. Journal of Applied Social Psychology, 37(6), 1181-1190.
Schein, E. H. (1985). Organizational Culture and Leadership. San Francisco: Jossey-Bass Inc., Publishers.
Schlenker, B. R. (2008). Integrity and character: Implications of principled and expedient ethical ideologies. Journal of Social and Clinical Psychology, 27(10), 1078-1125.
Shackleton, D., Pitt, L., &; Marks, A. S. (1990). Managerial decision styles and Machiavellianism: A comparative study. Journal of Managerial Psychology, 5(1), 9-16.
Shanock, L. R., &; Eisenberger, R. (2006). When supervisors feel supported: Relationships with subordinates'' perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91(3), 689-695.
Sharma, D., Borna, S., &; Stearns, J. M. (2009). An investigation of the effects of corporate ethical values on employee commitment and performance: examining the moderating role of perceived fairness. Journal of Business Ethics, 89(2), 251-260.
Shore, L. M., &; Tetrick, L. E. (1991). A construct validity study of the survey of perceived organizational support. Journal of Applied Psychology, 76(5), 637-643.
Simons, T. L. (1999). Behavioral Integrity as a critical ingredient for transformational leadership. Journal of Organizational Change Management, 12(2), 89-104.
Simons, T. L. (2002). Behavioral Integrity: The perceived alignment between managers'' words and deeds as a research focus. Organization Science, 13(1), 18-35.
Simons, T. L., Friedman, R., Liu, L. A., &; Parks, J. M. (2007). Racial differences in sensitivity to behavioral integrity: attitudinal consequences, in-group effects, and "trickle down" among Black and non-Black employees. Journal of Applied Psychology, 92(3), 650-665.
Simonton, D. K. (1986). Presidential Personality: Biographical use of the gough adjective check list. Journal of Personality and Social Psychology, 51(1), 149-160.
Sitkin, S. B., &; Roth, N. L. (1993). Explaning The limited effectiveness of legalistic "remedies" for trust/distrust. Organization Science, 4(3), 367-392.
Touhey, J. C. (1973). Intelligence, Machiavellianism and social mobility. British Journal of Social and Clinical Psychology, 12(1), 34-37.
Trevino, L. K., Butterfield, K. D., &; McCabe, D. L. (1998). The ethical context in organizations: Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8(3), 447-476.
Turner, C. F., &; Martinez, D. C. (1977). Socioeconomic achievement and the Machiavellian personality. Sociometry, 40(4), 325-336.
Valentine, S., &; Barnett, T. (2002). Ethics codes and sales professionals'' perceptions of their organizations'' ethical values. Journal of Business Ethics, 40, 191-200.
Valentine, S., &; Fleischman, G. (2004). Ethics training and businesspersons'' perceptions of organizational ethics. Journal of Business Ethics, 52, 381-390.
Valentine, S., &; Fleischman, G. (2007). Ethics programs, perceived corporate social responsibility and job satisfaction. Journal of Business Ethics, 77(2), 159-172.
Valentine, S., Godkin, L., Fleischman, G. M., &; Kidwell, R. (2010). Corporate ethical values, group creativity, job satisfaction and turnover intention: The impact of work context on work response. Journal of Business Ethics, 98(3), 353-372.
Vernon, P. A., Villani, V. C., Vickers, L. C., &; Harris, J. A. (2008). A behavioral genetic investigation of the Dark Triad and the Big 5. Personality and Individual Differences, 44(2), 445-452.
Weber, M. (1924). The Theory of Social and Economic Organization (A. M. Henderson &; T. Parsons, Trans.). New York: Free Press.
Wilson, D. S., Near, D., &; Miller, R. R. (1996). Machiavellianism: A synthesis of the evolutionary and psychological literatures. Psychological Bulletin, 119(2), 285-299.
Yukl, G. (2013). Leadership in Organizations (8 ed.). Edinburgh Gate, Harlow, England: Pearson Education Limited.
Yunus, O. M., &; Derus, M. M. (2010). Must Entrepreneurs be Machiavellians? Paper presented at the 2nd International Conference on Entrepreneurship.
Zagenczyk, T. J., Restubog, S. L. D., Kiewitz, C., Kiazad, K., &; Tang, R. L. (2014). Psychological contracts as a mediator Between Machiavellianism and employee citizenship and deviant behaviors. Journal of Management, 40(4), 1098-1122.
Zettler, I., Friedrich, N., &; Hilbig, B. E. (2011). Dissecting work commitment: the role of Machiavellianism. Career Development International, 16(1), 20-35.


QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
無相關期刊