家長式領導是華人企業當中普遍存在的領導風格，其中的威權領導更是一般領導者皆具有的領導風格，而在現今快速變動的企管經營環境當中，領導者為了能夠更快更精準的了解組織問題，並做出正確的判斷與策略，因此需要依賴第一線的員工針對組織、流程提供建言，因此透過研究藉以探討主管的威權領導對於部屬建言行為的影響，並且透過主管與部屬之間的主管-部屬交換關係、部屬的職場自尊，以及對於主管的情感信任的影響，是否會影響威權領導壓抑部屬建言行為的意願，並且另加入仁慈領導、權力距離以及心理安全作為調節變數，了解威權領導與建言行為之間的交互影響。
因此本研究以台灣多元產業、企業做為研究對象，收集304組主管與部屬倆倆配對之問卷，希望透過研究結果可以了解主管的威權領導與部屬的建言行為之間的關係，並利用層級迴歸分析來驗證研究假說，經由實證分析，本研究分析結果如下：
（一）威權領導與建言行為之間具有負向關係。
（二）主管-部屬交換關係在威權領導與建言行為之間具有具有完全中介效果。
（三）職場自尊在威權領導與建言行為之間具有具有完全中介效果。
（四）情感信任在威權領導與建言行為之間具有具有完全中介效果。
（五）當部屬知覺到主管的仁慈領導時高程度的心理安全時，在威權領導與主管-部屬交換關係之間產生調節效果。
關鍵字：威權領導、建言行為、主管-部屬交換關係、職場自尊、情感信任

SUMMARY
The study examined the impact of authoritarian leadership on employees’ voice behavior and whether Leader-member exchange (LMX), organization-based self-esteem(OBSE), and affective trust moderate the relationships. Using a sample of 304 leader-follower dyads collected from a variety of industries in Taiwan. We used hierarchical regression analysis to verify all hypotheses.
Our findings are summarized as following. First, authoritarian leadership is negatively related to employees’ voice behavior. Second, LMX, OBSE, and affective trust totally mediate the negative relationship between authoritarian leadership on one hand and employees’ voice behavior on the other. Finally, the relationship between authoritarian leadership and LMX is shown to be mediated by benevolence leadership .
Keywords：Authoritarian leadership, Voice behavior, Leader-member exchange (LMX) , Organization-based self-esteem(OBSE), Affective trust

目錄
合格口試證明 I
中文摘要 II
Extended Abstract III
致謝 IX
目錄 X
表目錄 XII
圖目錄 XIII
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 章節架構 6
第二章　文獻探討 7
第一節 建言行為 8
第二節 威權領導 10
第三節 中介變項 12
第四節 調節變項 18
第三章 研究方法 23
第一節 研究架構 23
第二節 研究假設 24
第三節 研究變數 27
第四節 問卷設計 31
第五節 抽樣方法 41
第六節 資料分析方法 42
第四章 實證分析結果 44
第一節 樣本基本資料分析 44
第二節 因素分析 51
第三節 信度分析 52
第四節 建構效度分析 62
第五節 相關係數分析 67
第六節 層級迴歸分析 69
第七節 研究假設結果整理 83
第五章 結論與建議 86
第一節 研究結論 86
第二節 研究貢獻與限制 91
第三節 研究建議 94
參考文獻 96
附錄一：問卷A 104
附錄二：問卷B 106


表目錄
表 3-1 威權領導量表 32
表 3-2 建言行為量表(主管填答) 33
表 3-3 建言行為量表(部屬填答) 34
表 3-4 主管-部屬交換關係量表 35
表 3-5 職場自尊量表 36
表 3-6 情感信任量表 37
表 3-7 仁領領導量表 38
表 3-8 權力距離量表 39
表 3-9 心理安全量表 40
表 4-1 樣本性別比例結構 44
表 4-2 樣本年齡比例結構 45
表 4-3 樣本學歷背景比例結構 46
表 4-4 樣本團隊人數比例結構 47
表 4-5 樣本成員在目前公司工作的年資比例結構 48
表 4-6 樣本成員在目前團隊的年資比例結構 49
表 4-7 驗證性因素分析結果整理 52
表 4-8 威權領導信度分析結果 53
表 4-9 員工建言行為信度分析結果 54
表 4-10 建言行為信度分析結果 55
表 4-11 主管-部屬交換關係信度分析結果 56
表 4-12 職場自尊信度分析結果 57
表 4-13 情感信任信度分析結果 58
表 4-14 仁慈領導行為信度分析結果 59
表 4-15 權力距離信度分析結果 60
表 4-16 心理安全信度分析結果 61
表 4-17 收斂效度分析結果整理 63
表 4-18 區別效度分析結果整理 65
表 4-19 所有研究變數之相關係數表 68
表 4-20 威權領導、仁慈領導、權力距離與主管-部屬交換關係之層級迴歸分析 69
表 4-21 威權領導、仁慈領導、權力距離與職場自尊之層級迴歸分析 71
表 4-22 威權領導、仁慈領導、情感信任與職場自尊之層級迴歸分析 73
表 4-23 主管-部屬交換關係、職場自尊、情感信任與建言行為之層級迴歸分析 75
表 4-24 威權領導、主管-部屬交換關係與建言行為之層級迴歸分析 78
表 4-25 威權領導、職場自尊與建言行為之層級迴歸分析 79
表 4-26 威權領導、情感信任與員工建言行為之層級迴歸分析 81
表 4-27 研究假設實證結果 83

圖目錄
圖 3-1 本研究架構 23

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