在如今高度競爭且變化快速的職場中，僅僅被動接受、完成主管工作指令的部屬，已不足以幫助自己在職涯中取得成功，如何有效的向上影響主管，建立良好的上下互惠關係，已成為所有員工的首要課題，也是支持組織永續發展的關鍵。
有別於傳統以領導者為主軸的管理研究，向上影響研究強調部屬可能反過來管理主管，透過特定手段與策略來改變主管的態度與行為。過去研究已對於向上影響策略的定義與分類建立了初步的共識，與策略效能有關的研究，則大多關注於對部屬所帶來的好處，鮮少從主管的角度探討其被影響的歷程，因此本研究將主管的角色納入考量，以訊息處理理論為基礎，探討部屬向上影響策略對於主管授權的影響效果，並試圖瞭解人際信任在其中的中介作用，以及主管權力距離傾向可能扮演的調節角色。
本研究採問卷調查法施測，共蒐集291對主管-部屬對偶樣本，研究結果顯示：部屬的向上影響策略對主管授權具有顯著的影響效果，且主管對部屬的人際信任會中介向上影響策略與主管授權之間的關係，此外，本研究亦發現主管的權力距離傾向會調節部屬向上影響策略（軟性策略、硬性策略）以及人際信任之間的關係。最後，本研究針對研究結果進行討論，並對理論貢獻、實務意涵、研究限制，及未來研究方向加以闡述。 / Upward influence strategy is a gradually concerned research topic, which is considered to be highly related to organization effectiveness and numerous job outcomes. However, most of studies explored this issue from subordinates’ perspective and focused on subordinates’ outcomes, such as job satisfaction, promotion and salary progression.
The present study aims at investigating the dynamic process of upward influence strategy from the perspectives of the supervisor, examining the relationship among upward influence strategies, interpersonal trust, delegation and power-distance orientation.
Results from over 200 supervisor-subordinate dyads in Taiwan generally supported the hypothesis. Supervisor-perceived subordinate’ s upward influence strategies, i.e. soft, hard, rational, had a significant impact on delegation through the mediating effect of interpersonal trust. In addition, supervisor’s power-distance orientation moderated the relationships between upward influence strategies (soft strategy, hard strategy) and interpersonal trust. Managerial implications and suggestions for future research are discussed.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0103752003 |
| Creators | 鄭仲廷, Cheng, Chung-Ting |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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