To create and maintain a fully engaged workforce, establishing person-organization (P-O) fit among employees has continued to be a central focus of organizational research. In addition, with growing numbers of older workers approaching retirement age, younger workers will soon become the dominant segment of the future workforce. Given this unfolding population trend, it has become increasingly necessary for organizations to gain a clearer understanding of the work values of the growing young population of workers and how P-O fit based on those work values may be linked to desirable work-related attitudes and behaviors. The overarching aim of this dissertation is two-fold: (1) investigate the generational differences and similarities in work values among younger Chinese workers; (2) uncover the underlying mechanisms by which the linkages between the work-value-based person-organization fit and employee work outcomes may be influenced by the impact of leader-member exchange (LMX) and perceived organizational support (POS). In this study, I used a research design that blended interviews and two survey-based studies to address four main research questions. More specifically, I conducted a pilot test to refine the work-value scale in China, and to pretest the established and validated measures for the key variables. In the second study, I gathered survey data from a sample of 179 employees from three Chinese small- and medium-sized enterprises (SMEs). The research findings showed no significant differences in employee work values between the two younger generations (i.e., the Social-Reform Generation and the Millennials Generation). Regarding the hypothesized conceptual scheme that links P-O fit and work outcomes, the results supported most of my hypotheses. Specifically, P-O fit is a significant predictor of three important work outcomes; it is positively related to job satisfaction and organizational commitment, while negatively related to turnover intention after controlling for demographic characteristics. The three hypothesized mediating mechanisms involving POS also received empirical support. That is, as predicted, POS mediates the effect of P-O fit on job satisfaction, organizational support, and turnover intention. Finally, when LMX was incorporated into the conceptual model and statistical analyses, the findings revealed that there was overall moderated mediation for the connections between P-O fit, job satisfaction, and organizational commitment, but no moderated mediation for the connection between P-O fit and turnover intention.

Organizational change and innovation are critical for business survival and more likely to occur when employees engage in change-oriented behaviors. Previous studies have examined the direct effects of workplace social exchanges on employees’ change-oriented behaviors; however, less attention has been given to the combined effects of these exchanges and the mechanisms by which these relationships occur. In this study, I look at the combined effects of leader-member exchange, trust in team members, and perceived organizational support on voice, innovative, and learning behaviors via psychological safety. In addition, based on the understanding that psychological safety is not always present in the work environment, I look at the conditions under which these workplace social exchanges lead to the aforementioned behaviors even when psychological safety is low or absent. Therefore, the purpose of this dissertation is three-fold: (1) to explore the combined effects of leader-member exchange, trust in team members, and perceived organizational support in improving followers’ psychological safety within the organization, (2) to investigate the mediating role of psychological safety on the relationships between workplace social exchanges and followers’ change-oriented behaviors, and (3) to expand on previous findings and examine the conditions under which these social exchanges and psychological safety lead to followers’ change-oriented behaviors. Specifically, I propose and test a theoretical model derived from social exchange theory to examine conditional indirect effects of leader-member exchange, trust in team members, and perceived organizational support on voice, innovative, and learning behaviors through psychological safety within the organization, and to examine the role of proactive personality, political skill, perceived team social integration, perceived support for innovation and perceived organizational justice as second stage moderating variables that may compensate for low psychological safety within the organization. My theoretical model was tested using lagged data collected from leader-follower dyads representing 174 followers and 85 leaders from four organizations located in the United States. To test this theoretical model, I used a quantitative non-experimental research design, a survey method, and multilevel analytical procedures.

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There have been relatively few studies examining the leadership of Black men, and even fewer studies examining the leadership of Black men from the phenomenology of Black men, themselves. The purpose of this Q Methodology study was to examine Black male perspectives of the role race plays with Black male leader/leadership development in the world of work. The study was designed as an exploratory attempt to surface and understand how 40 emerging African American male leaders in a large, urban city in the SE United States viewed their own leadership development. Elements of socio-analytic theory and leader-member exchange theories were the basis for the conceptual framework. The 40 participants sorted 41 statements reflecting distinct perspectives on the role race plays with Black male leader/leadership development within the world of work. Participants sorted these 41 statements within a forced distribution response grid based on what best reflected their perspectives. These 40 sorts were then correlated and the correlations were factor analyzed and rotated, leading to the extraction of five factors, each representing five distinct, shared perspectives. Following examination and analysis of these five factors, or shared perspectives, the researcher named them: 1) Faithful, Familial, and Resilient, 2) Creative, Faithful, and Independent, 3) Attentive, Connected, and Woke, and 4) Knowledgeable, Congruent, and Unapologetically Black, and 5) Responsible, Faithful, and Supportive. The results of this study suggest there is rich diversity among Black male perspectives regarding their leadership development, and demonstrates important functions outside the workplace. These diverse perspectives and those elements characterizing them should be considered as educators prepare to work with Black males and those preparing to support their development, leadership and otherwise. Finally, the researcher suggests that future research into the experiences and perceptions of Black men continue to seek methodologies that honor and magnify their voices.

本研究是以部屬的角度，一則探討「部屬對主管領導行為的知覺」與「部屬對主管互動反應」之內容；二則探討上述兩者間的關係；三則分析上述的關係，是否會受到「部屬與主管的關係基礎」及「主管領導可替代性」的影響。此外，本研究亦分析「部屬對主管領導行為的知覺」是否透過「部屬對主管互動反應」，進而影響部屬本身的四種工作行為。 研究採問卷調查的方式進行，由受試者針對現任主管領導行為的知覺，及其對主管在互動上的反應，和其他工作行為表現加以評量。調查的對象是575名未擔任主管工作且與評估主管共事半年（含）以上的員工。研究的結果顯示： 一、部屬知覺主管領導行為的因素為「酬賞協助」、「管理要求」、「品格風範」、「關懷可親」四項。 二、部屬對主管互動反應的因素為「信任敬仰」、「互動感受」、「任務配合」、「額外付出」、「意見反應」、「情感親近」六項。 三、「部屬對主管領導行為的知覺」與「部屬對主管互動上的反應」有關。其中，部屬對主管「品格風範」的知覺，與其對主管的「信任敬仰」、「任務配合」、「互動感受」、「額外付出」四項互動上的反應有顯著的相關；而部屬對主管「關懷可親」的知覺，則與其對主管「情感親近」、「信任敬仰」、「意見反應」、「互動感受」、「額外付出」五個互動上的反應有顯著的相關。部屬對主管「酬賞協助」的知覺，則與其對主管的「信任敬仰」、「額外付出」、「情感親近」三個互動上的反應有顯著的相關；而部屬對主管「管理要求」的知覺，則與其對主管的「任務配合」呈現顯著的正相關，但與部屬對主管的「互動感受」、「情感親近」呈現顯著的負相關。 四、「部屬對主管領導行為的知覺」與「部屬對主管互動反應」間的關係，會受到「部屬與主管的關係基礎」與「領導可替代性」的影響。當部屬知覺主管的「人情體恤」領導表現較高時，「關係基礎」可以提升部屬對主管的「整體互動反應」；但是當部屬知覺主管的「人情體恤」領導表現較低時，「關係基礎」並不會對部屬與主管的「整體互動反應」有所幫助。 此外，在部屬知覺主管「人情體恤」的領導表現較高時，「領導可替代性」愈高，則部屬與主管的「整體互動反應」愈好；相反地，當部屬知覺主管「人情體恤」領導表現較低時，「領導可替代性」愈高，反而會使得部屬與主管的「整體互動反應」變差。 五、「部屬對主管領導行為的知覺」會透過「部屬對主管互動反應」，影響部屬本身的工作行為中的工作意願與離職意願。 在研究討論中，研究者以相關研究與上述結果進行對話。最後，研究者回顧本研究的可能限制，並據此分析未來研究的可能方向。 第一章 研究動機與目的……………………………………… 1 第二章 文獻探討……………………………………………… 5 第一節 何謂領導……………………………………………… 5 第二節 以領導者為中心的領導互動論……………………… 6 第三節 以部屬觀點建構的領導互動論……………………… 14 第三章 探索性研究…………………………………………… 45 第一節 部屬對主管領導行為的知覺………………………… 46 第二節 部屬與主管互動時所採用的互動反應與互動法則… 53 第四章 研究問題、架構、假設……………………………… 59 第一節 研究問題與架構……………………………………… 59 第二節 研究問題與假設……………………………………… 59 第五章 研究方法……………………………………………… 65 第一節 研究對象……………………………………………… 65 第二節 研究工具……………………………………………… 67 第三節 研究程序……………………………………………… 76 第六章 研究結果……………………………………………… 77 第一節 研究假設的驗證……………………………………… 77 第二節 「主管領導行為」與「部屬自評工作行為」的關係 99 第三節 「主管領導行為」向度與以往領導研究比較 ……… 103 第四節 不同組織類型的部屬，對主管領導行為知覺與互動 反應的差異 …………………………………………… 106 第七章 結論、討論、研究限制與建議……………………… 109 第一節 結論…………………………………………………… 109 第二節 討論…………………………………………………… 111 第三節 研究限制與後續研究建議…………………………… 120 第四節 研究貢獻……………………………………………… 122 參考文獻………………………………………………………… 127 附錄………………………………………………………………

本研究主要目在於針對教師組織公民行為構念的界定作進一步的釐清並結合社會交換理論、人格理論、工作內在動機、印象管理動機、以及組織文化等觀點，提出以校長與教師交換關係、教師自我監控與工作投入為個人層次預測變項，個人/集體主義為團體層次預測變項之教師組織公民行為前置因素之跨層次模式，再透過階層線性模式方法分析以探討這些前置變項對教師組織公民行為之影響以及他們之間的關係。研究採用調查研究法，以台北市37所公立國民中學教師為對象，發出925 份問卷，最後回收736份有效問卷，有效問卷回收率則為79.57％。本研究主要研究發現為: (一)教師組織公民行為應視為一個聚合模式多層面構念；(二)教師工作投入為相對最重要教師組織公民行為前置因素；(三)人格特質對教師組織公民行為的影響主要是間接透過工作投入的中介效果；(四)不同類型組織公民行為的前置因素以及效果互有差異。 / The main purpose of current study was to revisit the construct validity issues of organisational citizenship behavior and to investigate the dynamics of teachers’ organizational citizenship behavior antecedents. Based on theories of social exchange, personality, job intrinsic motivation, impression management and organizational culture, a multi-level model of teahers’ organizational citizenship behavior antecedents was proposed where leader-member exchange, self-monitering and job involvement serve as individual level antecedents, individualistic/collectivism as school level antecedent and teachers’ organizational behavior as outcome variable at individual level. Valid data was collected from 34 public junior higher schools and 736 teachers in Taipei city. The main findings can be summarised as follows: (1) teacher organizational citizenship behavior should be treated as a aggregated model multidimensional construct; (2) Relatively teachers’ job involvement is the strongest antecedent for three dimensions of OCB; (3) the effect of teachers’ conscientiousness on OCB is mediated by teachers’ job involvement; (4) the antecedents included in current study have varied significant or insignificant effects on three dimensions of teachers’ OCB.

The study set out to assess the impact of organisational restructuring (OR), the independent variable on organisational behaviour (OB), the dependent variable, in private and public sector organisations as well as state-owned enterprises (SOEs) in South Africa. OB, for the purposes of this study, consists of turnover intention, resistance to change, commitment to change and job security. It further aimed to evaluate whether the various types and magnitude of OR impact on employees in the different sectors. OR was delineated into three factors, that being Restructuring (Type), Restructuring (Leadership) and Restructuring (Frequency), before being further regressed into sub-factors, that being Restructuring (Type_Count), Restructuring (Leadership_Count) and Restructuring (Frequency_Count), for the purposes of using it as categorical variables and indexing it. The study assessed whether effective change management (ECM) mediated the relationship between OR and OB, across sectors. ECM is underpinned by effective change management processes, leader-member exchange (LMX) and perceived organisational support (POS). Finally, it aimed to assess whether employees’ psychological capital (PC), comprised of self-efficacy, hope, optimism and resilience, moderated the relationship between ECM and OB. The study found that OR does, indeed, impact on the OB of employees in different sectors. It has also confirmed the mediating role of ECM and that PC moderated the relationship between ECM and OB. The study assessed whether effective change management (ECM) mediated the relationship between OR and OB, across sectors. ECM is underpinned by effective change management processes, leader-member exchange (LMX) and perceived organisational support (POS). Finally, it aimed to assess whether employees’ psychological capital (PC), comprised of self-efficacy, hope, optimism and resilience, moderated the relationship between ECM and OB. The study found that OR does, indeed, impact on the OB of employees in different sectors. It has also confirmed the mediating role of ECM and that PC moderated the relationship between ECM and OB. The study found that the unidimensional construct, effective change management, coupled with PC, another unidimensional construct, has indeed been able attenuate the impact of OR on OB. In the case of this study, it was primarily the employees of large organisations, such as SOEs, which are affected, while employees of private and public organisations were also affected. Recommendations to organisational leaders and practitioners are provided, with the aim of assisting with the successful implementation of organisational change and restructuring initiatives, while at the same time reducing the impact thereof on the organisational behaviour of employees / Business Management / DBL (Business Leadership)