在全球化競爭環境隨著複雜的社會發展之下，以多元而混淆的價值觀，每個人深具個人化的行事風格，領導者面臨的領導藝術與挑戰早已今非昔比。領導者誠信和社會責任、品德等受到各界的關注。好的領導者能帶來改變，翻轉一個組織，甚至提升百倍以上的成效。而組織要能持續成長，企業內部員工是關鍵要素，領導者的領導行為對部屬績效具有關鍵決定因素。領導者身為組織的掌舵手，任何決策與行為都影響到組織內員工與利害關係人的利益，更是需要以身作則，以正直真誠的特質來導引企業至正確的方向。真誠領導者重視內在自我信念、價值觀，言行合一，展現真實自我想法來與部屬溝通，影響部屬的信念，使其發自內心願意信任與追隨領導者，使組織與個人都能獲得正向助益。

本研究在探討真誠領導相關變項關係，整合2013年至2022年間台灣地區發表真誠領導學術期刊及碩博士論文，透過蒐集篩選用符合分析標準共19篇，以真誠領導先前累積資料做統合性分析，進而了解真誠領導現況。本研究運用Rosenthal（1991）的統合分析技術，歸納過去的研究聚焦在真誠領導相關變項關係，分析結果真誠領導與6項相關變項相關，且均具有正向相關；工作滿意度效果值為.528、工作績效效果值為.285、心理資本效果值為.450、信任效果值為.749、組織公民行為效果值為.431、認同感效果值為.466。

在真誠領導實務上的建議，工作滿意度是社會中一種有價值的產物，真誠領導者表現高道德標準和誠實正直、以身作則來領導，使員工對於領導者產生共鳴，對部屬展現高度的透明化及對部屬產生信任、希望、正向情緒和樂觀等狀態，誘發出承諾、滿意度和其他正向的工作結果；在企業內建立真誠領導氛圍，激勵員工努力工作，提高工作績效，透過平時及360度績效考核進行真誠領導實踐滾動式調整及落實度的檢討，從上司、同僚、部屬獲得全面的評估與建議，找出最適化的領導策略，對組織帶來持續及最佳的工作績效；對心理資本而言是個體正向的心理能量藉由真誠領導來豐富員工的心理資本，透過教育訓練方法來塑造及開發員工心理資本。由組織成員分享成功經驗的資訊，增加員工自我效能，協助員工設定明確且自我挑戰目標，幫助員工以希望、積極樂觀的態度面對挑戰；領導者能理解自我優劣點，以自律道德體現領導行為，建立良好的人際互動和信任關係，認清自我的領導價值和體認組織員工感受，取得員工信任，引領員工為組織目標共同努力；員工知覺領導者真誠領導時，正向影響組織成員對於組織的認同而付出實際行動而組織公民行為是有利社會行為，能提升員工的工作效率，創造使人愉快的工作環境，形成積極的團體氣氛，增強組織對環境變化的適應力，使組織會提高效能有效雙向溝通，建立信任關係，強化組織的認同感，提高組織承諾，有利展現組織公民行為，強化組織競爭力；在組織認同感中重視員工價值觀與組織認同上的連結，組織滿足個體的自尊、愛、歸屬、自我實現等需求時，能提昇員工自我價值與自我強化，使組織認同度提高。企業在甄選新進人員宜多考量其工作價值觀取向提高組織認同度，提昇企業向心力，順利完成企業的目標。

In a globalized competitive environment, with the development of complex society, with diverse and confusing values, each person has a deeply personal style of behavior, the leadership art and challenges faced by leaders have long been different. Leaders' integrity, social responsibility, and moral character have attracted attention from all walks of life. A good leader can bring about change, turn an organization around, and even increase its effectiveness by a hundredfold. In order for an organization to grow sustainably, employees are a key element in the enterprise, and the leadership behavior of leaders is a key determinant of subordinates' performance. Leader as the helmsman of the organization, any decision and behavior affects the interests of employees and stakeholders in the organization. It is also necessary to lead by example and be honest and sincere to guide the enterprise to the right direction. Sincere leaders attach importance to their inner self-belief and values, integrate words and deeds, show their true self-ideas to communicate with subordinates, influence subordinates’ beliefs, and make them willing to trust and follow leaders from the heart, so that organizations and individuals can get positive benefits .

This study explores the relationship between variables related to sincere leadership and integrates the academic journals and master's and doctoral dissertations published in Taiwan from 2013 to 2022. A total of 19 papers that meet the analysis criteria are collected and screened, and the previous accumulated data of sincere leadership are used to make a unified analysis. , and then understand the current situation of sincere leadership. This study uses the meta-analysis technique of Rosenthal (1991) to summarize past research focusing on the relationship between variables related to sincere leadership. The analysis results show that sincere leadership is related to 6 related variables, and all have a positive correlation; the effect of job satisfaction is .528, work performance effect value is .285, psychological capital effect value is .450, trust effect value is .749, organizational citizenship behavior effect value is .431, and identity effect value is .466.

As suggested in the practice of sincere leadership, job satisfaction is a valuable product in society. Sincere leaders demonstrate high ethical standards and lead with honesty and integrity. Lead by example, so that employees resonate with the leader and demonstrate a high degree of transparency and respect for subordinates. Subordinates generate states of trust, hope, positive emotions and optimism, which induce commitment, satisfaction and other positive work results; establish a sincere leadership atmosphere in the enterprise, motivate employees to work hard, and improve work performance. Performance appraisal conducts rolling adjustment and implementation review of sincere leadership practices, obtains comprehensive evaluations and suggestions from superiors, colleagues, and subordinates, and finds out the most appropriate leadership strategies to bring continuous and best work performance to the organization; In terms of capital, the positive psychological energy of the individual enriches the psychological capital of employees through sincere leadership, and shapes and develops the psychological capital of employees through education and training methods. Organization members share information of successful experiences, increase employees' self-efficacy, assist employees to set clear and self-challenging goals, and help employees face challenges with a hopeful, positive and optimistic attitude; Leaders can understand their own strengths and weaknesses, and reflect leadership behavior with self-discipline and morality , Establish a good interpersonal interaction and trust relationship, recognize the self-leadership value and the feelings of the employees of the organization, gain the trust of the employees, and lead the employees to work together for the organization's goals; employees perceive that when the leader leads sincerely, it positively affects the members of the organization. Organizational citizenship behavior is a beneficial social behavior, which can improve the work efficiency of employees, create a pleasant working environment, form a positive group atmosphere, enhance the organization's adaptability to environmental changes, and enable the organization to improve efficiency. Effective two-way communication, build trust relationship, strengthen the sense of identity of the organization, improve organizational commitment, help to demonstrate organizational citizenship behavior, and strengthen the competitiveness of the organization; In the sense of organizational identity, attach importance to the connection between employee values and organizational identity, and the organization satisfies the individual's self-esteem, When the needs of love, belonging, and self-realization are met, it can enhance employees' self-worth and self-reinforcing, and improve organizational identity. When selecting new recruits, enterprises should consider their work value orientation to improve organizational identity, enhance the company's centripetal force, and successfully complete the company's goals.

摘 要............................................................. I
英文摘要........................................................... II
誌 謝............................................................ III
目 錄............................................................. IV
表目錄........................................................... ...V
圖目錄.......................................................... ...VI
第一章 緒論........................................................1
第一節 研究背景與動機..............................................1
第二節 研究目的...................................................2
第二章 文獻探討....................................................3
第一節 真誠領導的發展.............................................3
第二節 真誠領導的定義.............................................6
第三節 真誠領導的理論............................................12
一、真誠領導概念之發展.........................................12
二、真誠領導理論起源與發展.....................................12
三、真誠領導現況及展望.........................................14
第四節 真誠領導實證研究..........................................15
第三章 研究方法...................................................24
第一節 研究流程與架構............................................24
第二節 研究實施程序..............................................25
第三節 資料蒐集及分析............................................28
第四章 研究結果...................................................32
第一節 結果分析..................................................32
第二節 結論......................................................43
第五章 討論結果與建議.............................................46
第一節 討論......................................................46
第二節 實務的建議................................................48
第三節 未來的研究建議............................................49
第四節 研究限制..................................................50
參考文獻...........................................................51

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