在激烈競爭的商業環境中，真誠型領導者扮演穩定人心的關鍵角色。此類領導者重視人性化領導，不僅支持員工，更發掘他人長處，促進共同目標的追求。而領導者亦會在部屬中與特定人選培養高度互信互助關係，使之成為內團體，並建立起高度合作的領導成員交換關係模式，以最有效率的方式一同完成組織目標，根據上述，本研究將探討當員工深刻感受到領導者的真誠領導時，是否能加深其與主管高度互信互助的意願，且更願意全心全意地投入工作以及更忠於組織，與企業攜手共創未來。
本研究透過網路問卷形式蒐集問卷，以SPSS Statistics17.0以及SmartPLS4對321份有效問卷進行數據分析，研究結果顯示，真誠領導的四項子構面(自我察覺、關係透明化、資訊平衡處理、內化道德觀)皆對領導成員交換關係有正向影響，而領導成員交換關係對於員工敬業度與員工忠誠度亦具有正向影響，而中介效果方面，真誠領導透過領導成員交換關係對員工敬業度與員工忠誠度皆具有正向間接影響，最後本研究依照數據結果提出管理意涵與後續研究建議以供企業界與學術界參酌。

Organizations are under tremendous pressures to survive and progress in a continuously changing world of pressures arising from factors such as emerging technologies, globalization trends, and uncontrollable events like pandemics. In such circumstances, Authentic leadership plays a vital role in stabilizing morale. Authentic leadership emphasizes leading with empathy and sincerity, where leaders not only support their employees but also identify and leverage individual strengths, fostering a collective willingness to pursue shared objectives. Typically, leaders cultivate high levels of trust and mutual assistance among team members, creating an internal cohesion that enables highly cooperative exchange relationships among leadership members to efficiently achieve organizational goals. Based on the aforementioned, this study aims to investigate whether employees' profound experience of authentic leadership deepens their willingness to engage in high levels of trust and mutual assistance with their supervisors, and whether they become more willing to invest in their work and exhibit greater loyalty to the organization.
SPSS Statistics 17.0 and SmartPLS4 were utilized to analyze 321 valid questionnaires. The results indicate Authentic leadership has positive impact on Leader- member exchange. Furthermore, Leader- member exchange also has positive impact on Employee engagement and Employee loyalty. Regarding mediating effects, Authentic leadership has positive indirect effects on employee commitment and loyalty through Leader-Member Exchange. Based on the data, this study offers practical insights and suggestions for both business practitioners and academic researchers to consider.

Ahmed, S., Haderi, S. M. S. A., Ahmad, F. B., Jaaffar, A. R., Walter, J., & Al-Douis, G. A. A. (2017). Employee job security and performance relationship in developing economy through employee engagement: Critical analysis with PLS-SEM. International Journal of Economic Research, 14(19), 133-147.
Allen, N. J., & Grisaffe, D. B. (2001). Employee commitment to the organization and customer reactions: Mapping the linkages. Human Resource Management Review, 11(3), 209-236.
Avolio BJ, Gardner WL. Authentic leadership development: getting to the root of positive forms of leadership. Leadersh Q. 2005;16:315-338
Avolio, B. J., & Gardner, W. L.（2005）. Authentic leadership development： Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315-338.
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current - 46 - theories, research, and future directions. Annual review of psychology, 60, 421-449.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10, 181–218.
Bettencourt, L. A., Gwinner, K. P., & Meuter, M. L. (2001). A comparison of attitude, personality, and knowledge predictors of service-oriented organizational citizenship behaviors. Journal of Applied Psychology, 86(1), 29-41.
Blau, P. M. (1964). Justice in social exchange. Sociological inquiry, 34(2).
Bolino, M. C., Turnley, W. H., Gilstrap, J. B., & Suazo, M. M. (2010). Citizenship under pressure: What's a “good soldier” to do?. Journal of Organizational behavior, 31(6), 835-855.
Cachón-Rodríguez, G., Blanco-González, A., Prado-Román, C., & Del-Castillo-Feito, C. (2022). How sustainable human resources management helps in the evaluation and planning of employee loyalty and retention: Can social capital make a difference?. Evaluation and program planning, 95, 102171.
Cavazotte, F., Mansur, J., & Moreno, V. (2021). Authentic leadership and sustainable operations: How leader morality and selflessness can foster frontline safety performance. Journal of Cleaner Production, 313, 127819.
Dansereau Jr, F., Cashman, J., & Graen, G. (1973). Instrumentality theory and equity theory as complementary approaches in predicting the relationship of leadership and turnover among managers. Organizational behavior and human performance, 10(2), 184-200.
Dansereau Jr, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational behavior and human performance, 13(1), 46-78.
Dernovsek, D. A. R. L. A. (2008). Creating highly engaged and committed employee starts at the top and ends at the bottom line Credit Union Magazine, May 2008. Credit Union National Association.
Dhir, S., Dutta, T., & Ghosh, P. (2020). Linking employee loyalty with job satisfaction using PLS–SEM modelling. Personnel Review, 49(8), 1695-1711.
Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of management review, 11(3), 618-634.
Du, J., Ma, E., Lin, X., & Wang, Y. C. (2022). Authentic leadership and engaging employees: A moderated mediation model of leader–member exchange and power distance. Cornell Hospitality Quarterly, 63(4), 479-489.
Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedent and consequences of leader–member exchange: Integrating the past with an eye toward the future. Journal of Management, 38, 1715-1759.
Elicker, J. D., Levy, P. E., & Hall, R. J. (2006). The role of leader-member exchange in the performance appraisal process. Journal of Management, 32(4), 531-551.
Epitropaki, O. & Martin, R., (2005).From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659-676
F. Hair Jr, J., Sarstedt, M., Hopkins, L., & G. Kuppelwieser, V. (2014). Partial least squares structural equation modeling (PLS-SEM) An emerging tool in business research. European business review, 26(2), 106-121.
Fornell, C. R., & Lacker, D. F. (1981). Two structural equation models with unobservable variables and measurement error. 18.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research, 18(1), 39-50.
Fox, J., Gong, T., & Attoh, P. (2015). The impact of principal as authentic leader on teacher trust in the K‐12 educational context. Journal of Leadership studies, 8(4), 6-18.
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 multilevel multi-domain perspective. Leadership Quarterly, 6, 219-247.
Hair Jr, J. F., Howard, M. C., & Nitzl, C. (2020). Assessing measurement model quality in PLS-SEM using confirmatory composite analysis. Journal of business research, 109, 101-110.
Hannah, S. T., Avolio, B. J., & Walumbwa, F. O. (2011). Relationships between authentic leadership, moral courage, and ethical and pro-social behaviors. Business Ethics Quarterly, 21(4), 555-578.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of applied psychology, 87(2), 268.
Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the academy of marketing science, 43, 115-135.
House, R. J., & Aditya, R. N. (1997). The social scientific study of leadership: Quo vadis?. Journal of management, 23(3), 409-473.
Huang, J. L., Curran, P. G., Keeney, J., Poposki, E. M., & DeShon, R. P. (2012). Detecting and deterring insufficient effort responding to surveys. Journal of Business and Psychology, 27, 99-114.
Iqbal, Z. A., Ali, M., Zafar, R., Hassan, Q., & Rukh, L. (2020). Authentic leadership effects on job satisfaction and organizational commitment: Mediating role of leader member exchange. International Journal of Information, Business and Management, 12(4), 185-199.
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
Kernis, M. H. (2003). Target article: Toward a conceptualization of optimal selfesteem. Psychological Inquiry, 14(1), 1-26.
Laschinger, H. K. S., & Fida, R. (2014). A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions. European Journal of work and organizational psychology, 23(5), 739-753.
Lee, J., & Varon, A. L. (2020). Employee exit, voice, loyalty, and neglect in response to dissatisfying organizational situations: It depends on supervisory relationship quality. International Journal of Business Communication, 57(1), 30-51.
Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of management, 24(1), 43-72.
Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. Research in Personnel and Human Resources Management, 15, 47-119.
Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. Positive organizational scholarship, 241(258), 1-26.
Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International journal of business and management, 5(12), 89.
Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171-194.
Matzler, K., & Renzl, B. (2006). The relationship between interpersonal trust, employee satisfaction, and employee loyalty. Total quality management and business excellence, 17(10), 1261-1271.
Memon, M. A., Salleh, R., Baharom, M. N. R., & Harun, H. (2014). Person-organization fit and turnover intention: The mediating role of employee engagement. Global Business and Management Research, 6(3), 205.
Milhem, M., Muda, H., & Ahmed, K. (2019). The effect of perceived transformational leadership style on employee engagement: The mediating effect of leader’s emotional intelligence. Foundations of Management, 11(1), 33-42.
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.
Murali, S., Poddar, A., & Seema, A. (2017). Employee loyalty, organizational performance & performance evaluation–a critical survey. IOSR Journal of Business and Management, 19(8), 62-74.
Neider, L. L., & Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): Development and empirical tests. The leadership quarterly, 22(6), 1146-1164.
Nunnally, J. C., & Bernstein, I. (1978). Psychometric theory. New York: MacGraw-Hill. _ d. Intentar embellecer nuestras ciudades y también las.
Ostermeier, K., Cooper, D., & Medina‐Craven, M. N. Getting to the root of authentic leadership: Where does the field go from here?. Journal of Organizational Behavior, 45(1), 151–154.
Phuong, T. T. K., & Tran, T. V. (2020). Job satisfaction, employee loyalty and job performance in the hospitality industry: A moderated model. Asian Economic and Financial Review, 10(6), 698.
Pincus, J. D. (2023). Employee Engagement as Human Motivation: Implications for theory, methods, and practice. Integrative Psychological and Behavioral Science, 57(4), 1223-1255. Psychology, 27, 99-114.
Radstaak, M., & Hennes, A. (2017). Leader-member exchange fosters work engagement: The mediating role of job crafting. SA journal of industrial psychology, 43(1), 1-11.
Raso, R. (2019). Be you! Authentic leadership. Nursing management, 50(5), 18-25.
Robinson D., Perryman S., and Hayday S. (2004). The Drivers of Employee Engagement Report 408, Institute for Employment Studies, UK
Sarstedt, M., Ringle, C. M., & Hair, J. F. (2021). Partial least squares structural equation modeling. In Handbook of market research (pp. 587-632). Cham: Springer International Publishing.
Sarstedt, M., Ringle, C. M., & Hair, J. F. (2021). Partial least squares structural equation modeling. In Handbook of market research (pp. 587-632). Cham: Springer International Publishing.
Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. Journal of applied psychology, 69(3), 428.
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and psychological measurement, 66(4), 701-716.
Schaufeli, W. B., Salanova, M., González-romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92
Shirey, M. R. (2006). Authentic leaders creating healthy work environments for nursing practice. American Journal of Critical Care, 15(3), 256−267.
Shirley, C. (2003). A study of the effects of leader-member exchange (LMX) on subordinate employment satisfaction and loyalty in the newly “reinvented” federal sector. Nova Southeastern University.
Srivastava, A. P., Mani, V., Yadav, M., & Joshi, Y. (2020). Authentic leadership towards sustainability in higher education–an integrated green model. International Journal of Manpower, 41(7), 901-923.
Sumanth, J. J., Černe, M., Hannah, S. T., & Škerlavaj, M. (2023). Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity. Journal of Leadership & Organizational Studies, 30(3), 356-374.
Van der Heijden, B., & Spurk, D. (2019). Moderating role of LMX and proactive coping in the relationship between learning value of the job and employability enhancement among academic staff employees. Career Development International, 24(2), 163-186.
Wagner III, J. A., & Hollenbeck, J. R. (2020). Organizational behavior: Securing competitive advantage. Routledge.
Wang, H. U. I., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes: Role of followers' positive psychological capital and relational processes. , 35(1), 5-21.
Wirotama, W. S. (2022). The Role of Employee Engagement in the Effect of Leader-member Exchange on Organizational Commitment: a Study From Indonesia. Journal of Human Resource Management, 25(2), 30-46.
Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of advanced nursing, 69(4), 947-959.
Xu, E., Huang, X., Lam, C. K., & Miao, Q. (2012). Abusive supervision and work behaviors: The mediating role of LMX. Journal of Organizational behavior, 33(4), 531-543.
Yadav, R., & Chaudhari, S. (2023). Leader-Member Exchange & Its Impact on Relationship Conflict: A Generational Study. Indian Journal of Industrial Relations, 59(1).
Yavuz, M. (2020). Transformational leadership and authentic leadership as practical implications of positive organizational psychology. In Handbook of research on positive organizational behavior for improved workplace performance (pp. 122-139). IGI Global.
Yee, R. W., Yeung, A. C., & Cheng, T. E. (2010). An empirical study of employee loyalty, service quality and firm performance in the service industry. International Journal of Production Economics, 124(1), 109-120.
施智婷,(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.
陳寬裕. (2018). 結構方程模型分析實務: SPSS 與 SmartPLS 的運用. 五南圖書出版股份有限公司.
彭台光, 高月慈, & 林鉦棽. (2006). 管理研究中的共同方法變異: 問題本質, 影響, 測試和補救. 管理學報, 23(1), 77-98.
簡忠仁, 鄭伯壎,& 連玉輝.(2019).真誠崇拜或真誠感染? 真誠領導的雙路徑模式 Chinese Journal of Psychology, 61(1),1-24
羅潔伶, & 曾建勳. (2014). 領導者-部屬交換關係對員工幸福感之影響. 經營管理論叢, 31-43.