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研究生:王志傑
研究生(外文):Wang, Chih-Chieh
論文名稱:道德領導與不道德利組織行為:道德疏離與馬基維利主義的中介與調節效果之分析
論文名稱(外文):Ethical Leadership and Unethical Pro-Organizational Behavior: The Mediation and Moderation of Moral Disengagement and Machiavellianism
指導教授:王耀德王耀德引用關係謝慧賢謝慧賢引用關係
指導教授(外文):Wang, Yau-DeHsieh, Hui-Hsien
口試委員:王群孝梁欣光陳宗岡高國揚王耀德謝慧賢
口試委員(外文):Wang, Chun-HsiaoLiang, Shin-GuangChen, Jsung-KangKao, Kuo-YangWang, Yau-DeHsieh, Hui-Hsien
口試日期:2020-07-16
學位類別:博士
校院名稱:國立交通大學
系所名稱:管理科學系所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2020
畢業學年度:108
語文別:英文
論文頁數:67
中文關鍵詞:道德領導馬基維利主義道德疏離不道德利組織行為
外文關鍵詞:Ethical leadershipMachiavellianism (Mach)Moral disengagementUnethical pro-organizational behavior (UPB)
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本研究旨在探討道德領導與部屬不道德利組織行為之關係。藉由多層次、多來源、多時間的實證研究方式進行檢測,以進一步了解領導風格(道德領導)與領導者的個人特質(馬基維利主義)是如何能夠影響部署對於不道德利組織行為展現之看法。本研究針對台灣地區公司的539名員工與其所屬的90名部門主管為資料收集依據,並採用主管-部屬成對收樣的資料收集方式進行三階段多時點問卷施測。研究結果顯示:(一)道德疏離在群體層次的道德領導與部屬不道德利組織行為之間扮演著中介的角色;(二)主管馬基維利主義特質不僅對於道德領導與道德疏離之關係具有調節作用效果,亦對於道德領導-道德疏離-部屬不道德利組織行為之中介關係具有調節作用效果。更進一步發現,當主管擁有較高的馬基維利主義特質時,將會強化道德領導對部屬道德疏離之影響,亦同時強化道德領導-道德疏離-部屬不道德利組織行關係的中介作用效果。最後,透過本研究的發現,期盼能夠釐清組織中不道德利組織行為之現象以及道德領導者所扮演的角色,以作為後續管理研究與實務方面之參考基礎。
The purpose of this research is to examine the relationship between ethical leadership and employee unethical pro-organizational behavior (UPB). This multi-level, multi-source, and multi-phase empirical study was used to examine how ethical leadership and leaders’ Machiavellianism (Mach) affect employees’ unethical pro-organizational behavior (UPB). Survey data were collected from three-phase survey with 539 employees and their 90 workgroup supervisors (supervisor-subordinate dyadic questionnaires) from companies in Taiwan. The results found that: (1) moral disengagement serves as a mediator in the relationship between group-level ethical leadership and individual employees’ UPB; (2) leaders’ Mach moderates not only the relationship between ethical leadership and moral disengagement but also the mediated relationship between ethical leadership and employee UPB via moral disengagement. Specifically, both the ethical leadership-moral disengagement relationship and the ethical leadership-moral disengagement-UPB relationship become stronger when leaders’ Mach is higher. The theoretical and managerial implications for understanding the relationship between ethical leadership and UPB, and suggestions for future research and managerial practices are discussed.
中文摘要...........................................................................................................i
Abstract..........................................................................................................ii
Acknowledgement..........................................................................................iii
Table of Content............................................................................................iv
List of Table....................................................................................................vi
List of Figure...................................................................................................vii
1. Introduction..................................................................................................1
2. Literature Review and Hypotheses..............................................................7
2.1 Ethical Leadership......................................................................................7
2.2 Moral Disengagement................................................................................8
2.3 Unethical Pro-Organizational Behavior (UPB)..........................................11
2.4 Ethical Leadership and Unethical Pro-organizational Behavior (UPB).....13
2.5 The Mediation of Moral Disengagement on the Ethical Leadership-
UPB Relationship............................................................................................16
2.6 The Moderation of Machiavellianism on the Ethical Leadership-
Moral Disengagement-UPB Relationship......................................................20
3. Method......................................................................................................23
3.1 Participants and Procedure......................................................................23
3.2 Measurement............................................................................................24
3.3 Analysis.....................................................................................................27
4. Results........................................................................................................28
4.1 Construct Validity of Measurement and Descriptive Statistics.................28
4.2 Correlations..............................................................................................29
4.2 Hypotheses Testing..................................................................................31
5. General Disscussion and Managerial Implications......................................36
5.1 Discussion.................................................................................................36
5.2 Practical Implications................................................................................38
6. Limitations and Suggestions for Future Research.......................................40
References.......................................................................................................42
Appendix A. Machiavellian Personality Scale...................................................53
Appendix B. Propensity to Morally Disengage Scale.......................................54
Appendix C. Ethical Leadership at Work Questionnaire...................................55
Appendix D. Unethical Pro-Organizaitonal Behavior Scale..............................57
Appendix E. Research Questionnaire (Time 1).................................................58
Appendix F. Research Quesionnaire (Time 2)..................................................61
Appendix G. Research Quesionnaire (Time 3).................................................65
Vita...................................................................................................................67


List of Table
Table 1: Results of Confirmatory Factor Analyses.........................................29
Table 2: Descriptive statistics, Reliabilitys, an Correlatins among the Variables........................................................................................................30
Table 3: Results of hierachical linear modeling..............................................33
Table 4: Results of moderated mediation analyses.......................................35


List of Figure
Figure 1. The proposed research model.................................................6
Figure 2. The moderating effect of leader’s Machiavellianism (Mach)
on the relationship ethical leadership and moral disengagement.....................................................................................34
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