簡易檢索 / 詳目顯示

研究生: 謝萱穎
Hsieh, Hsuan-Ying
論文名稱: 探討道德領導對主動性工作行為之影響:以員工信任及領導-成員交換關係為中介變數
Ethical Leadership and Employees’ Proactive Work Behavior: The mediating Role of Trust in Leader and Leader-Member Exchange
指導教授: 史習安
Shih, Hsi-An
學位類別: 碩士
Master
系所名稱: 管理學院 - 國際企業研究所
Institute of International Business
論文出版年: 2019
畢業學年度: 107
語文別: 英文
論文頁數: 95
中文關鍵詞: 道德領導者情感信任認知信任領導者-部屬交換關係主動性工作行為
外文關鍵詞: ethical leadership, affective trust, cognitive trust, LMX, proactive work behavior
相關次數: 點閱:79下載:1
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報
  • 在先前的研究中,領導者已被證實對於員工的生產力以及反工作行為皆有著莫大的影響力。道德領導者在過去文獻中也曾被多方提出其對於員工的內部績效以及外部績效之正向影響,因此本研究特以道德領導者為主要變數,探討其對於員工主動性行之影響。基於過去研究,我們更延伸出以下其他假設:(1) 探討「員工情感信任」、「認知信任」及「領導者-部屬交換關係」對於道德領導者與員工主動性行為之中介影響。(2)以員工「認知情緒調節」以及「主管-員工目標一致性」作為道德領導者個別與情感信任、認知信任之調節變數。
    本次研究以台灣企業,尤以金融業作為主要研究對象,並回收203份有效問卷,研究結果如下:首先,道德領導者對於員工情感信任、認知信任以及領導者-部屬交換關係皆有正向影響。其次,員工情感信任與認知信任對於領導者-部屬交換關係也存在正向影響。另外,員工情感信任與認知信任個別對於道德領導者與領導者-部屬交換關係之關係存在正向中介影響。而領導者-部屬交換關係對於道德領導者與員工主動性行為之關係也存在正向中介影響。然而,認知調節情緒以及主管-員工目標一致性無論是道德領導者與情感信任抑或是道德領導者與認知信任之間的關係,皆不存在任何調節效果。最後,無論從員工情感信任到領導者-部屬交換關係或認知信任到領導者-部屬交換關係,兩者之綜合中介效果,在道德領導者與員工主動性行為的關係中都是不成立的。

    Leaders have been empirically proved to play a significant role in affecting employees’ tendency to behave in deviant or productive manner. Specifically, in the current research, we focused on ethical leadership as it has been proved to have great influence on both employees’ in-role and out-role performance. Based on the results, we extend the research by trying to address both trust in leader and LMX as the mediator between ethical leadership and employees’ proactive work behaviors. Further, we purpose employees’ cognitive emotion regulation and perceived leader-follower goal congruence as the moderator between ethical leadership and first, affective trust, and second, cognitive trust.
    The 203 samples of the current study were collected from Taiwanese companies, which mainly are banking business. We chose especially financial business as ethicality and credibility has been considered the fundamental elements in this kind of industry. The results in our study present that there’s a positive relationship between ethical leadership and both dimensions of trust, and employees’ proactive work behaviors. Both affective and cognitive trust positively affect LMX, and they also serve as the mediator between ethical leadership and LMX. LMX is also recognized as a possible mediator between ethical leadership and employees’ proactive work behavior. However, the two moderation hypotheses are not supported, and the present research failed to bridge two-mediator mediations between the independent and dependent variable.

    ABSTRACT I 中文摘要 II TABLE OF CONTENTS III LIST OF TABLES VIII LIST OF FIGURES XI CHAPTER ONE INTRODUCTION 1 1.1 Research Background and Motivation 1 1.2 Research Questions 5 1.3 Research Structure 6 CHAPTER TWO LITERATURE REVIEW 7 2.1 Ethical leadership 7 2.2 Ethical Leadership and Trust Theory 10 2.2.1 Ethical Leadership and Affective Trust in Leader 11 2.2.2 Ethical Leadership and Cognitive Trust in Leader 12 2.2.3 The Moderating Effect of Followers’ Emotion Regulation 14 2.2.4 The Moderating Effect of Perceived Leader-Follower Goal Congruence 16 2.3 Trust in Leader and LMX 18 2.3.1 The Mediating Role of Trust in Leader 20 2.4 Ethical Leadership and Proactive Work Behaviors 21 2.4.1 The Mediating Role of LMX 24 2.4.2 The Mediating Role of Affective Trust, Cognitive Trust, and LMX 26 CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 28 3.1 Research Framework 28 3.2 Research Hypotheses 29 3.3 Variable Definition 30 3.3.1 Ethical Leadership 30 3.3.2 Trust 31 3.3.3 Leader-Member Exchange 31 3.3.4 Problem Prevention 31 3.3.5 Taking charge 31 3.3.6 Individual Innovation 32 3.3.7 Voice Behavior 32 3.3.8 Cognitive Emotion Regulation 32 3.3.9 Perceived Leader-Follower Goal Congruence 32 3.3.10 Control variables 33 3.4 Questionnaire Design 33 3.4.1 Ethical Leadership 33 3.4.2 Trust - Affective Trust 34 3.4.3 Trust - Cognitive Trust 35 3.4.4 Leader-Member Exchange 36 3.4.5 Proactive Work Behavior – Problem Prevention 36 3.4.6 Proactive Work Behavior – Taking Charge 37 3.4.7 Proactive Work Behavior – Individual Innovation 37 3.4.8 Proactive Work Behavior – Voice behavior 38 3.4.9 Cognitive Emotion Regulation 38 3.4.10 Perceived Leader-Follower Goal Congruence 39 3.4.11 Control variables 40 3.5.1 Descriptive Statistics Analysis 41 3.5.2 Reliability Analysis 41 3.5.3 Confirmatory Factor Analysis (CFA) and Validity 42 3.5.4 Pearson Correlation Coefficient 43 3.5.5 Common Method Variance (CMV) and Non-response bias 43 3.5.6 Hierarchical Multiple Regression Analysis 43 3.5.7 Bootstrapping based analysis 44 CHAPTER FOUR RESEARCH RESULTS 45 4.1 Descriptive Analysis 45 4.2 Reliability Analysis 47 4.2.1 Ethical Leadership 47 4.2.2 Trust - Affective Trust 48 4.2.3 Trust - Cognitive Trust 48 4.2.4 Leader-Member Exchange 49 4.2.5 Proactive Work Behavior 49 4.2.6 Cognitive Emotion Regulation 50 4.2.7 Perceived Leader-Follower Goal Congruence 51 4.3 Confirmatory Factor Analysis 51 4.3.1 Ethical Leadership 52 4.3.2 Trust – Affective Trust 52 4.3.3 Trust – Cognitive Trust 53 4.3.4 Leader-Member Exchange 53 4.3.5 Proactive Work Behavior 54 4.3.6 Cognitive Emotion Regulation 55 4.3.7 Perceived Leader-Follower Goal Congruence 55 4.4 Common Method Variance, CMV 56 4.5 Non-Response Bias 57 4.6 Pearson Correlation 58 4.7 Hypotheses Testing 60 4.7.1 Ethical leadership, Trust in Leader, and Proactive Work Behavior 62 4.7.2 The Moderating Effect of Followers’ Emotion Regulation 64 4.7.3 The Moderating Effect of Perceived Leader-Follower Goal Congruence 66 4.7.4 Ethical Leadership, Affective Trust, and Leader-Member Exchange 66 4.7.5 Ethical Leadership, Cognitive Trust, and Leader-Member Exchange 68 4.7.6 Ethical Leadership, LMX, and Proactive Work Behavior 69 4.7.7 The Mediating Role of Affective Trust and LMX 69 4.7.8 The Mediating Role of Cognitive Trust and LMX 70 CHAPTER FIVE CONCLUSION AND DISCUSSIONS 72 5.1 Summary of Research Results 73 5.2 Theoretical Implications and Research Contributions 74 5.3 Practical Implications 76 5.4 Limitations and Future Research 77 REFERENCES 79 APPENDICES 84 Appendix 1: 84 Appendix 2: 92

    Ajzen, I. (1991). The theory of planned behavior. Organizational behavior and human decision processes, 50(2), 179-211.
    Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
    Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21-34.
    Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ, 1986.
    Basu, R., & Green, S. G. (1997). Leader‐member exchange and transformational leadership: an empirical examination of innovative behaviors in leader‐member dyads. Journal of applied social psychology, 27(6), 477-499.
    Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517-536.
    Belschak, F. D., & Den Hartog, D. N. (2010). Pro‐self, prosocial, and pro‐organizational foci of proactive behaviour: Differential antecedents and consequences. Journal of occupational and organizational psychology, 83(2), 475-498.
    Bhal, K. T., & Dadhich, A. (2011). Impact of ethical leadership and leader–member exchange on whistle blowing: The moderating impact of the moral intensity of the issue. Journal of Business Ethics, 103(3), 485-496.
    Bouckenooghe, D., Zafar, A., & Raja, U. (2015). How ethical leadership shapes employees’ job performance: The mediating roles of goal congruence and psychological capital. Journal of Business Ethics, 129(2), 251-264.
    Brower, H. H., Schoorman, F. D., & Tan, H. H. (2000). A model of relational leadership: The integration of trust and leader–member exchange. The Leadership Quarterly, 11(2), 227-250.
    Brown, M. E., & Trevino, L. K. (2006). Socialized charismatic leadership, values congruence, and deviance in work groups. Journal of Applied psychology, 91(4), 954-962.
    Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97(2), 117-134.
    Chen, A. S.-Y., & Hou, Y.-H. (2016). The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination. The Leadership Quarterly, 27(1), 1-13.
    Colquitt, J. A., LePine, J. A., Piccolo, R. F., Zapata, C. P., & Rich, B. L. (2012). Explaining the justice–performance relationship: Trust as exchange deepener or trust as uncertainty reducer? Journal of Applied psychology, 97(1), 1.
    Crant, J. M. (2000). Proactive behavior in organizations. Journal of management, 26(3), 435-462.
    De Clercq, D., Bouckenooghe, D., Raja, U., & Matsyborska, G. (2014). Unpacking the goal congruence–organizational deviance relationship: The roles of work engagement and emotional intelligence. Journal of Business Ethics, 124(4), 695-711.
    Deci, E. L., & Ryan, R. M. (2000). The" what" and" why" of goal pursuits: Human needs and the self-determination of behavior. Psychological inquiry, 11(4), 227-268.
    Demirtas, O., Hannah, S. T., Gok, K., Arslan, A., & Capar, N. (2017). The moderated influence of ethical leadership, via meaningful work, on followers’ engagement, organizational identification, and envy. Journal of Business Ethics, 145(1), 183-199.
    Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47.
    Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: meta-analytic findings and implications for research and practice. Journal of Applied psychology, 87(4), 611-628.
    Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of management, 38(6), 1715-1759.
    Dunn, J. R., & Schweitzer, M. E. (2005). Feeling and believing: the influence of emotion on trust. Journal of personality and social psychology, 88(5), 736-748.
    Dust, S. B., Resick, C. J., Margolis, J. A., Mawritz, M. B., & Greenbaum, R. L. (2018). Ethical leadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion. The Leadership Quarterly, 29(5), 570-583.
    Eisenbeiss, S. A., & Van Knippenberg, D. (2015). On ethical leadership impact: The role of follower mindfulness and moral emotions. Journal of Organizational Behavior, 36(2), 182-195.
    Frese, M., & Fay, D. (2001). 4. Personal initiative: An active performance concept for work in the 21st century. Research in organizational behavior, 23, 133-187.
    Fuller, J. B., Marler, L. E., & Hester, K. (2006). Promoting felt responsibility for constructive change and proactive behavior: Exploring aspects of an elaborated model of work design. Journal of Organizational Behavior, 27(8), 1089-1120.
    Glasø, L., & Einarsen, S. (2008). Emotion regulation in leader–follower relationships. European Journal of Work and Organizational Psychology, 17(4), 482-500.
    Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American sociological review, 25(2), 161-178.
    Graen, G., & Cashman, J. F. (1975). A role-making model of leadership in formal organizations: A developmental approach. Leadership frontiers, 143, 165.
    Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in organizational behavior, 9, 175-208.
    Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247.
    Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in organizational behavior, 28, 3-34.
    Gross, J. J. (1998). Antecedent-and response-focused emotion regulation: divergent consequences for experience, expression, and physiology. Journal of personality and social psychology, 74(1), 224-237.
    Gross, J. J. (2002). Emotion regulation: Affective, cognitive, and social consequences. Psychophysiology, 39(3), 281-291.
    Gross, J. J., & John, O. P. (2003). Individual differences in two emotion regulation processes: implications for affect, relationships, and well-being. Journal of personality and social psychology, 85(2), 348-362.
    Gu, Q., Tang, T. L.-P., & Jiang, W. (2015). Does moral leadership enhance employee creativity? Employee identification with leader and leader–member exchange (LMX) in the Chinese context. Journal of Business Ethics, 126(3), 513-529.
    Hair, J., Black, W., Babin, B., Anderson, R., & Tatham, R. (1998). edition 6. Multivariate data analysis. In: Upper Saddle River. Prentice Hall.
    Hooper, D., Coughlan, J., & Mullen, M. (2008). Structural equation modelling: Guidelines for determining model fit. The Electronic Journal of Business Research Methods, 6(1), 53-60.
    Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied psychology, 92(1), 269.
    Jiwen Song, L., Tsui, A. S., & Law, K. S. (2009). Unpacking employee responses to organizational exchange mechanisms: The role of social and economic exchange perceptions. Journal of management, 35(1), 56-93.
    Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51-69.
    Kline, R. B. (2015). Principles and practice of structural equation modeling: Guilford publications.
    Kristof-Brown, A. L., & Stevens, C. K. (2001). Goal congruence in project teams: Does the fit between members' personal mastery and performance goals matter? Journal of Applied psychology, 86(6), 1083-1095.
    Lawler, E. J. (2003). Interaction, emotion, and collective identities. In Advances in identity theory and research (pp. 135-149): Springer.
    Lee, D., Choi, Y., Youn, S., & Chun, J. U. (2017). Ethical leadership and employee moral voice: The mediating role of moral efficacy and the moderating role of leader–follower value congruence. Journal of Business Ethics, 141(1), 47-57.
    Li, J., Laurence, G. A., & Blume, B. D. (2018). How does supervisor-focused procedural justice explain the effects of person-focused leadership? The moderating role of leader-referenced relational-self. European Journal of Work and Organizational Psychology, 27(3), 387-399.
    Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. Research in personnel human resources management, 15, 47-120.
    Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied psychology, 85(3), 407-416.
    Luhmann, N. (2018). Trust and power: John Wiley & Sons.
    Mahsud, R., Yukl, G., & Prussia, G. (2010). Leader empathy, ethical leadership, and relations-oriented behaviors as antecedents of leader-member exchange quality. Journal of Managerial Psychology, 25(6), 561-577.
    May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of occupational and organizational psychology, 77(1), 11-37.
    Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of management journal, 55(1), 151-171.
    Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational behavior and human decision processes, 108(1), 1-13.
    McAllister, D. (1995). Affect-and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of management journal, 38(1), 24-59.
    Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extrarole efforts to initiate workplace change. Academy of management journal, 42(4), 403-419.
    Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., & Chonko, L. B. (2009). The virtuous influence of ethical leadership behavior: Evidence from the field. Journal of Business Ethics, 90(2), 157-170.
    Newman, A., Kiazad, K., Miao, Q., & Cooper, B. (2014). Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organisational citizenship: A case of the head leading the heart? Journal of Business Ethics, 123(1), 113-123.
    Ng, T. W., & Feldman, D. C. (2015). Ethical leadership: Meta-analytic evidence of criterion-related and incremental validity. Journal of Applied psychology, 100(3), 948-965.
    Parker, S. K., & Collins, C. G. (2010). Taking stock: Integrating and differentiating multiple proactive behaviors. Journal of management, 36(3), 633-662.
    Piccolo, R. F., Greenbaum, R., Hartog, D. N. d., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2‐3), 259-278.
    Rousseau, D. M., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23(3), 393-404.
    Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader—member exchange: a closer look at relational vulnerability. Journal of Leadership and Organizational Studies, 15(2), 101-110.
    Schoorman, F. D., Mayer, R. C., & Davis, J. H. (2007). An integrative model of organizational trust: Past, present, and future. The Academy of Management Review, 32(2), 344-354.
    Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of management journal, 37(3), 580-607.
    Shin, Y., Sung, S. Y., Choi, J. N., & Kim, M. S. (2015). Top management ethical leadership and firm performance: Mediating role of ethical and procedural justice climate. Journal of Business Ethics, 129(1), 43-57.
    Sluss, D. M., & Ashforth, B. E. (2007). Relational identity and identification: Defining ourselves through work relationships. Academy of Management Review, 32(1), 9-32.
    Sparrowe, R. T., & Liden, R. C. (1997). Process and structure in leader-member exchange. Academy of Management Review, 22(2), 522-552.
    Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management journal, 38(5), 1442-1465.
    Stryker, S. J. A. R. S. (2008). From Mead to a structural symbolic interactionism and beyond. Annu. Rev. Sociol, 34, 15-31.
    Tu, Y., & Lu, X. (2013). How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116(2), 441-455.
    Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of management journal, 41(1), 108-119.
    Van Vianen, A. E. (2000). Person‐Organization Fit: The Match Between Newcomers' and Recruiters' Preferences for Organizational Cultures. Personnel psychology, 53(1), 113-149.
    Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification. Organizational behavior and human decision processes, 115(2), 204-213.
    Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. Journal of Applied psychology, 94(5), 1275-1286.
    Whitener, E. M., Brodt, S. E., Korsgaard, M. A., & Werner, J. M. (1998). Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior. Academy of Management Review, 23(3), 513-530.
    Witt, L. (1998). Enhancing organizational goal congruence: A solution to organizational politics. Journal of Applied psychology, 83(4), 666-674.
    Yang, C., Ding, C. G., & Lo, K. W. (2016). Ethical leadership and multidimensional organizational citizenship behaviors: The mediating effects of self-efficacy, respect, and leader–member exchange. Group & Organizational Management, 41(3), 343-374.
    Yang, J., Mossholder, K. W., & Peng, T. (2009). Supervisory procedural justice effects: The mediating roles of cognitive and affective trust. The Leadership Quarterly, 20(2), 143-154.
    Yussen, S. R., & Levy Jr, V. M. (1975). Effects of warm and neutral models on the attention of observational learners. Journal of Experimental Child Psychology, 20(1), 66-72.
    Zhu, W., He, H., Treviño, L. K., Chao, M. M., & Wang, W. (2015). Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs. The Leadership Quarterly, 26(5), 702-718.
    Zhu, W., Newman, A., Miao, Q., & Hooke, A. (2013). Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference? The Leadership Quarterly, 24(1), 94-105.

    下載圖示 校內:2024-06-17公開
    校外:2024-06-17公開
    QR CODE