臺灣博碩士論文加值系統

本研究為探討領導者人格特質、領導風格是否會影響領導者本身知覺到部屬之組織公民行為。研究工具以自編問卷，委託網路調查公司進行網路問卷發放與回收。問卷內容有「個人基本資料」、「五大人格特質量表」、「轉型領導風格量表」、「組織公民行為量表」。有效樣本數為180份。
研究工具經過驗證式因素分析，各分量表抽取之因素建構效度均獲得確認。隨後進行多因子變異數分析（MANOVA），人格特質嚴謹性、友善性得分越高，對轉型領導各因子之認知得分越高，而神經質則與轉型領導風格有負向影響，神經質得分越高，對轉型領導因子得分越低。然而，人格開放性差異、外向性差異在不同轉型領導風格因子之間並未產生顯著性差異。人格特質嚴謹性、友善性得分越高，對組織公民行為因子認知得分越高；人格特質神經質得分越高，對組織公民行為因子認知得分越低。最後進行迴歸分析，可以得知領導者人格特質透過領導風格之中介，對知覺到的組織公民行為認知差異達顯著，故本研究之研究假設獲得驗證。
綜合本研究成果可以發現，台灣企業中階領導者人格特質對部屬組織公民行為之知覺有直接影響，以及透過轉型領導風格之中介，對組織公民行為之知覺有間接影響。此外，台灣中階領導者具備以及有意願成為一位好的領導，然而，身份限制成為中階領導者們達到目標的最大阻礙。中階領導者們傾向將部屬所進行之組織公民行為視為其領導權力之延伸。最後本研究根據研究結果進行討論並對未來研究提出建議。

This thesis aimed to explore the effect of the middle managers’ personality trait (Five Factor Model; Big Five) and their Transformational Leadership (TL) style on the perception of the subordinates’ organizational citizenship behavior (POCB). The questionnaire of this study was consisted of four parts which were ‘’Personal Profile’’, ‘’Big Five Scale Short Version.’’, ‘’Transformational Leadership Style Scale’’, ‘’Organizational Citizenship Behavior Scale’’. All the participants were the middle managers who were working in Taiwanese companies. A total of 180 valid questionnaires were recovered.
The statistical analysis of Confirmatory Factor Analysis (CFA), Multivariate Analysis Of Variance (MANOVA), and Regression were conducted in this study to analyze collected data. As a result of CFA, all the factors of the scale extraction of construct validity were confirmed. Then MANOVA result showed that positive influence from Conscientiousness and Agreeableness and negative influence from Neuroticism on TL and POCB, respectively. Furthermore, The Regression result showed that Big Five had significant relationship to TL and POCB. The result of these three analysis showed that the model of this study had been confirmed.
As a result, the personality trait of middle managers in Taiwan had direct influence on POCB. Also, it had indirect effect on POCB through TL. In addition, the middle managers in Taiwan had great potential and willing to be a good leader. However, the restriction of their status limited them to achieve their goal. They tended to regard the OCB of their subordinates as their extension of the leadership. Finally, this study made a disscussion based on the result and came up with a few suggestions for future study.

摘要 I
Abstract II
表目錄 VII
圖目錄 VIII
第一章 緒論 1
第一節 研究動機與研究目的 1
第二節 研究問題與研究假設 2
一、研究問題 2
二、研究假設 3
第三節 名詞釋義 5
一、轉型領導風格（Transformational Leadership Behavior） 5
二、任務取向與關係取向 5
三、知覺到的組織公民行為（Perceived Organizaitnoal Citizenship Behavior） 6
第二章 文獻探討 7
第一節 人格特質與轉型領導風格 7
一、五大人格特質（Five Factor Models; Big Five） 7
二、轉型領導風格（Transformational Leadership Behavior） 10
三、人格特質與轉型領導風格 12
四、小結 13
第二節 組織公民行為 14
一、歸因理論 14
二、組織公民行為 15
三、轉型領導風格與組織公民行為 18
四、小結 19
第三章 研究方法 20
第一節 研究架構圖 20
第二節 研究樣本與抽樣 21
第三節 研究工具 22
一、人格特質量表 22
二、領導風格量表 25
三、組織公民行為量表 25
四、三量表之驗證式因素分析 30
（一）五大人格特質量表 30
（二）領導風格量表 30
（三）組織公民行為量表 31
第四章 研究結果 35
第一節 研究參與者背景變項之描述性統計 35
一、年齡 35
二、學歷 36
第二節 研究參與者背景變項對轉型領導風格因子差異比較 38
一、研究參與者年齡分組與轉型領導風格任務取向分組各因子之影響 38
二、小結 39
第三節 人格特質不同面向對轉型領導風格因子之差異比較 40
一、人格特質開放性對轉型領導風格任務取向分組之影響 40
二、人格特質開放性對轉型領導風格關係取向分組之影響 42
三、人格特質嚴謹性對轉型領導風格任務取向分組之影響 43
四、人格特質嚴謹性對轉型領導風格關係取向分組之影響 45
五、人格特質外向性對轉型領導風格任務取向分組之影響 47
六、人格特質外向性對轉型領導風格關係取向分組之影響 49
七、人格特質友善性對轉型領導風格任務取向分組之影響 49
八、人格特質友善性對轉型領導風格關係取向分組之影響 51
九、人格特質神經質對轉型領導風格任務取向分組之影響 53
十、人格特質神經質對轉型領導風格關係取向分組之影響 55
十一、小結 57
第四節 人格特質與轉型領導風格對知覺到的組織公民行為之差異比較 58
一、人格特質開放性、任務取向對知覺到的組織公民行為之影響 58
二、人格特質開放性、關係取向對知覺到的組織公民行為之影響 59
三、人格特質嚴謹性、任務取向對知覺到的組織公民行為之影響 60
四、人格特質嚴謹性、關係取向對知覺到的組織公民行為之影響 62
五、人格特質外向性、任務取向對知覺到的組織公民行為之影響 64
六、人格特質外向性、關係取向對知覺到的組織公民行為之影響 65
七、人格特質友善性、任務取向對知覺到的組織公民行為之影響 67
八、人格特質友善性、關係取向對知覺到的組織公民行為之影響 69
九、人格特質神經質、任務取向對知覺到的組織公民行為之影響 70
十、人格特質神經質、關係取向對知覺到的組織公民行為之影響 72
十一、小結 73
第五節 相關與迴歸分析 73
一、相關分析 73
二、迴歸分析 76
三、小結 78
第五章 結論與建議 79
第一節 研究結果整理 79
一、研究參與者背景變項對轉型領導風格之影響 79
二、人格特質對轉型領導風格之影響 79
三、人格特質、轉型領導風格對知覺到的組織公民行為之影響 81
四、相關與迴歸分析 82
第二節 綜合討論 86
第三節 研究建議 90
一、領導者-部屬配對研究（Dyad） 90
二、樣本選擇 90
三、社會期待偏誤（Bias of Social Diserablity）之避免 91
參考文獻 92
中文文獻 92
外文文獻 95

中文文獻
王勇智、曾寶瑩、陳舒儀（譯）（2010）。社會認知－一種整合的觀點（原作者：Augoustinos, M., Walker, I., & Donghue, N.）。台北市：心理出版社。
朱慶龍（2003）。五大人格特質、工作價值觀和工作滿意三者相互關係之研究（未出版碩士論文）。國立政治大學，台北市。
危芷芬（譯）（2012）。人格心理學（原作者：Burger, J. M.）。新加坡商聖智學習出版。
池進通、李鴻文、陳芬儀（2008）。五大人格特質與工作績效關係之研究。
吳明隆、涂金堂（2014）。SPSS與統計應用分析。五南圖書出版股份有限公司。
吳凱林（2005）。中階主管逆境求生的6種新角色。人才資源開發，(5)，96-97。
宋秋儀（譯）（2014）。組織領導學（原作者：Yukl, G.）。台北：華泰文化。
林仁和（2001）。商業心理學。台北：揚智文化。
林欣宜（2015）。論中華文化倫理中之權力關係與距離。南台人文社會學報，（14），141–166。
林琪盛（2008）。組織公民行為之潛在得失：職涯主義、社會讚許、組織公民行為、角色負荷與工作壓力間關係之實證（未出版碩士論文）。國立東華大學企業管理學系，花蓮縣。
林鉦棽、陳心怡（2006）。組織公正對動機與信任及組織公民行為之影響。亞太經濟管理評論，9（2），23–41。
姜定宇（2009）。華人企業主管知覺部屬效忠。中華心理學刊，51（1），101–119。http://doi.org/10.6129/CJP.2009.5101.06
施智婷、林鉦棽（2012）。領導成員交換關係、心理契約滿足與組織公民行為理論模型驗證：資源配置與社會資本觀點。管理學報，29（1），1–16。http://doi.org/10.6504/JOM.2012.29.01.01
陳皎眉、王叢桂、孫蒨如（2006）。社會心理學。台北市：雙葉出版社。
陳皎眉、王叢桂、孫蒨如（2014）。社會心理學（三版）。台北市：雙葉書廊。
陳竫詒（2015）。「組織裡最不開心的人」中階人才的８個怨念，天下雜誌（565），取自：http://www.cw.com.tw/article/article.action?id=5063959。
陳美華、許銘珊（2010）。以五大人格理論探討學生喜愛之教師人格特質。休閒暨觀光產業研究，5（1-2），13–27。
陸洛、高旭繁（2015）。組織行為。新北市：前程文化。
陸洛、吳珮瑀、林國慶、高旭繁、翁崇修（譯）（2007）。社會心理學（原作者：DeLamater, J. D., & Myers, D. J.）。台北市：心理出版社。
張仁家、張哲遠（2013）。領導者之冒險性、轉型領導與員工創新行為之關係研究－以某出版事業集團員工知覺為例。創新與管理，10（1），51–85。
張春興（2000）。現代心理學。台北：東華書局。
許文敏（2005）。高職教師之校長領導風格知覺、組織承諾知覺及公民行為知覺相關之研究（未出版博士論文）。國立彰化師範大學工業教育與技術學系，彰化縣。
許金田、廖紘億、胡秀華、游謦銘（2013）。部屬親信關係知覺對其行為的影響：正義知覺的中介角色。臺大管理論叢，23（2），297–325。http://doi.org/10.6226/NTURM2013.DEC.R10047
童惠玲、曾妤珮（2011）。知覺組織支持與服務導向組織公民行爲：高績效人力資源實務跨層次之調節效果。台灣勞動評論，3（1），117–146。
楊濟華（2009）。領導系統對組織公民行為的影響：傳統領導替代、主管組織公民行為和同事組織公民行為的調節效果（未出版碩士論文）。屏東科技大學，屏東縣。
蔡啟通（2011）。轉型領導、學習式目標導向、表現式目標導向、與員工角色行為之關係。管理學報，28（5），493–520。http://doi.org/10.6504/JOM.2011.28.05.05
謝琇玲、林惠敏（2015）。職場友誼促進組織公民行為？公平捷徑理論觀點。勞資關係論叢，17（1），60–88。

外文文獻
Allport, G. W. (1961). Pattern and growth in personality. Oxford, England: Holt, Reinhart & Winston.
Asendorpf, J. B., & Wilpers, S. (1998). Personality effects on social relationships. Journal of Personality and Social Psychology, 74(6), 1531.
Avolio, B. J., Dionne, S., Atwater, L., Lau, A., & Camobreco, J. (1996). Antecedent Predictors of a “Full Range” of Leadership and Management Styles.
Barnard, C. I. (1938). The functions of the executive. Cambridge, Mass.
Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: a meta‐analysis. Personnel Psychology, 44(1), 1–26.
Barrick, M. R., & Mount, M. K. (1993). Autonomy as a moderator of the relationships between the Big Five personality dimensions and job performance. Journal of Applied Psychology, 78(1), 111.
Bass, B. M. (1985). Leadership and performance beyond expectations. New York:Free Press.
Bass, B. M., Avolio, B. J., & Atwater, L. (1996). The transformational and transactional leadership of men and women. Applied Psychology, 45(1), 5–34.
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207.
Bennis, W. (1989). On becoming a leader. Massachussets: Addison-Wesley Publishing.
Boerner, S., Eisenbeiss, S. A., & Griesser, D. (2007). Follower behavior and organizational performance: The impact of transformational leaders. Journal of Leadership & Organizational Studies, 13(3), 15–26.
Boies, K., Lvina, E., & Martens, M. L. (2010). Shared leadership and team performance in a business strategy simulation. Journal of Personnel Psychology, 9(4), 195–202. http://doi.org/10.1027/1866-5888/a000021
Borkenau, P. (1992). Implicit Personality Theory and the Five‐Factor Model. Journal of Personality, 60(2), 295–327.
Braun, S., Peus, C., & Frey, D. (2012). Is beauty beastly? Gender-specific effects of leader attractiveness and leadership style on followers’ trust and loyalty. Zeitschrift Für Psychologie, 220(2), 98–108. http://doi.org/10.1027/2151-2604/a000101
Bryman, A. (1992). Charisma and leadership in organizations. Sage Pubns.
Burns, J. M. (1978). Leadership. New York: Harper and Row.
Clayton, T. P., Jr. (2010). Examining perceived subordinate support.
Costa, P. T., & McCrae, R. R. (1988). Personality in adulthood: a six-year longitudinal study of self-reports and spouse ratings on the NEO Personality Inventory. Journal of Personality and Social Psychology, 54(5), 853.
Costa, P. T., & McCrae, R. R. (1992). Four ways five factors are basic. Personality and Individual Differences, 13(6), 653–665.
Costa, P. T., & McCrae, R. R. (2008). The revised neo personality inventory(neo-pi-r). The SAGE Handbook of Personality Theory and Assessment, 2, 179–198.
Deluga, R. J., & Perry, J. T. (1991). The relationship of subordinate upward influencing behaviour, satisfaction and perceived superior effectiveness with leader—member exchanges. Journal of Occupational and Organizational Psychology, 64(3), 239–252.
Digman, J. M. (1990). Personality structure: Emergence of the five-factor model. Annual Review of Psychology, 41(1), 417–440.
Eden, D. (1993). Leadership and expectations: Pygmalion effects and other self-fulfilling prophecies in organizations. The Leadership Quarterly, 3(4), 271–305.
Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51.
Elkourie, S. (2015). Perceived Subordinate Support(PSubS): identifying its unique impact on positive employee outcomes.
Endler, N. S., & Hunt, J. M. (1966). Sources of behavioral variance as measured by the SR Inventory of Anxiousness. Psychological Bulletin, 65(6), 336.
Feldman, R. S. (1998). Social Psychology(2nd ed.). New Jersey: Prentice Hall.
Festinger, L. (1962). A theory of cognitive dissonance, 2.
Fiske, A. P. (1992). The four elementary forms of sociality: framework for a unified theory of social relations. Psychological Review, 99(4), 689.
Funder, D. C., & Ozer, D. J. (1983). Behavior as a function of the situation. Journal of Personality and Social Psychology, 44(1), 107.
Goldberg, L. R. (1990). An alternative“ description of personality”: the big-five factor structure. Journal of Personality and Social Psychology, 59(6), 1216.
Goldberg, L. R. (1992). The development of markers for the Big-Five factor structure. Psychological Assessment, 4(1), 26.
Guay, R. P., & Choi, D. (2015). To whom does transformational leadership matter more? An examination of neurotic and introverted followers and their organizational citizenship behavior. The Leadership Quarterly, 26(5), 851–862.
Hamstra, M. R. W., Van Yperen, N. W., Wisse, B., & Sassenberg, K. (2011). Transformational-transactional leadership styles and followers’ regulatory focus: Fit reduces followers’ turnover intentions. Journal of Personnel Psychology, 10(4), 182–186. http://doi.org/10.1027/1866-5888/a000043
Hartog, Den, D. N., & Belschak, F. D. (2012). When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology, 97(1), 194.
Hogan, R., & Shelton, D. (1998). A socioanalytic perspective on job performance. Human Performance, 11(2-3), 129–144.
Hogan, R., Hogan, J., & Roberts, B. W. (1996). Personality measurement and employment decisions: Questions and answers. American Psychologist, 51(5), 469.
Hough, L. M., Eaton, N. K., Dunnette, M. D., Kamp, J. D., & McCloy, R. A. (1990). Criterion-related validities of personality constructs and the effect of response distortion on those validities. Journal of Applied Psychology, 75(5), 581.
House, R. J., Spangler, W. D., & Woycke, J. (1991). Personality and charisma in the US presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly, 364–396.
John, O. P., Naumann, L. P., & Soto, C. J. (2008). Paradigm shift to the integrative big five trait taxonomy. Handbook of Personality: Theory and Research, 3, 114–158.
Jones, E. E., & Davis, K. E. (1965). From acts to dispositions the attribution process in person perception. Advances in Experimental Social Psychology, 2, 219–266.
Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85(5), 751.
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. Wiley New York.
Kelley, H. H. (1967). Attribution theory in social psychology.
Kirkpatick, S. A., & Locke, E. A. (1991). Leadership: do traits matter? The Executive, 5(2), 48–60.
Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management Review, 12(4), 648–657.
Levinson, D. J. (1986). A conception of adult development. American Psychologist, 41(1), 3.
Liden, R. C., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23(3), 451–465.
MacKenzie, S. B., Podsakoff, P. M., & Ahearne, M. (1996). Effects of OCB on sales team effectiveness. Unpublished Data Analysis, Indiana University School of Business, Bloomington.
MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(2), 115–134.
Mayer, J. D. (2005). A tale of two visions: Can a new view of personality help integrate psychology? American Psychologist, 60(4), 294.
McAdams, D. P., & Pals, J. L. (2006). A new Big Five: fundamental principles for an integrative science of personality. American Psychologist, 61(3), 204.
McCrae, R. R., & Costa, P. T. (1991). Adding Liebe und Arbeit: The full five-factor model and well-being. Personality and Social Psychology Bulletin, 17(2), 227–232.
McCrae, R. R., & Costa, P. T., Jr. (1997). Personality trait structure as a human universal. American Psychologist, 52(5), 509.
McCrae, R. R., & John, O. P. (1992). An introduction to the five‐factor model and its applications. Journal of Personality, 60(2), 175–215.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books/DC Heath and Com.
Organ, D. W., & Ryan, K. (1995). A meta‐analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775–802.
Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Sage.
Pallak, M. S., Sogin, S. R., & Van Zante, A. (1974). Bad decisions: Effect of volition, locus of causality, and negative consequences on attitude change. Journal of Personality and Social Psychology, 30(2), 217.
Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behavior and the quantity and quality of work group performance. Journal of Applied Psychology, 82(2), 262.
Podsakoff, P. M., MacKenzie, S. B., & Hui, C. (1993). Organizational citizenship behaviors and managerial evaluations of employee performance: A review and suggestions for future research. Research in Personnel and Human Resources Management.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142. http://doi.org/10.1016/1048-9843(90)90009-7
Posdakoff, P. M., & MacKenzie, S. B. (1994). Organizational citizenship behaviors and sales unit effectiveness. Journal of Marketing Research, 351–363.
Rodrigues, A. de O., & Ferreira, M. C. (2015). The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors. Psico-USF, 20(3), 493–504.
Rothmann, S., & Coetzer, E. P. (2003). The big five personality dimensions and job performance. SA Journal of Industrial Psychology, 29(1), 68–74.
Schnake, M., Cochran, D., & Dumler, M. (1995). Encouraging organizational citizenship: The effects of job satisfaction, perceived equity and leadership. Journal of Managerial Issues, 209–221.
Schnake, M., Dumler, M. P., & Cochran, D. S. (1993). The relationship between" traditional" leadership,“ super” leadership, and organizational citizenship behavior. Group & Organization Management, 18(3), 352–365.
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.
Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653.
Sogin, S. R., & Pallak, M. S. (1976). Bad decisions, responsibility, and attitude change: Effects of volition, foreseeability, and locus of causality of negative consequences. Journal of Personality and Social Psychology, 33(3), 300.
Wiggins, J. S. (1996). The five-factor model of personality: Theoretical perspectives.
Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of Management, 15(2), 251–289.
並川努、谷伊織、脇田貴文、熊谷龍一、中根愛、野口裕之（2012）。Big Five尺度短縮版の開発と信頼性と妥当性の検討。心理学研究，83（2），91–99。
和田さゆり（1996）。性格特性用語を用いたBig Five尺度の作成。心理学研究。
田中堅一郎（2001）。組織市民行動：測定尺度と類似概念、関連概念、および規定要因について。経営行動科学，15（1），1–28。
菅原健介（2001）。心理尺度の作成方法。心理測定尺度集III：心の健康をはかる<適応・臨床>，397–408。東京：サイエンス社。