領導者的領導情緒會影響工作的氛圍，進而影響成員的服務行為。第一線服務人員的服務行為是服務業的競爭力，而如何提升成員的服務行為是重要的議題，回顧過往的文獻，鮮少研究探討服務業情緒型領導、知覺組織支持、顧客導向、正向服務行為之間的關係，因此，本研究將從此研究缺口，開始探討各變項之間的關係。
本研究以服務業第一線服務人員為研究對象，包含飯店旅館業及知名連鎖餐飲業，期望可經此研究了解領導者的情緒領導行為對服務人員正向服務行為之影響及知覺組織支持、顧客導向的中介效果。本研究採用結構方程模式分析，共發放450份，回收有效問卷362份，有效回收率80.4 %，分析結果發現：1.正向情緒型領導會增強正向服務行為；2.正負向情緒型領導會增強或降低知覺組織支持；3. 正負向情緒型領導會增強或降低顧客導向；4.知覺組織支持與正向服務行為之間有正向關係；5.顧客導向與正向服務行為之間有正向關係；6.知覺組織支持在正負向情緒領導與正向服務行為之間具有部分或完全中介效果；7.顧客導向在正負向情緒領導與正向服務行為之間具有部分或完全中介效果。
本研究意涵：1.領導者可透過正向情緒的渲染影響成員的正向服務行為，也可形塑組織的顧客導向文化，及提升成員知覺組織支持的程度；2.顧客導向及知覺組織支持的提升均會使成員產生正向服務行為；3.知覺組織支持、顧客導向具有中介效果，領導者可藉由提升成員知覺組織支持程度及傳達顧客導向的理念來提升成員的服務行為。本研究期望藉此研究發現提供建議及研究意涵，作為提升成員服務行為之參考，並在最後說明研究之限制，作為未來研究之參考。

Leader’s emotional leadership behaviors can affect workplace climate in the organization, and then affects employees’ service behavior. Front-line employees’ service behavior is competitive, therefore how to promote employees’ service behavior is an important issue. Review the prior literature, few researchers explore relationship among leader’s emotional leadership behavior, perceived organizational support, customer orientation, and positive service behaviors in service industry. Thus, according to the research gap, this study will explore the relationship between variables.
This study collects data from front-line service employees in hotel industry and well-known chain restaurant industry, expecting to understand the relationships among leader’s emotional leadership behaviors, positive service behaviors, perceived organizational support and customer orientation. This study uses structural equation modeling to analyze data. 450 questionnaires were sent and 362 questionnaires were valid, showing the valid response rate is 80.4 %. The results showed ：1. positive emotional leadership behavior affects positive service behaviors positively；2. positive emotional leadership behavior affects perceived organizational support positively, negative emotional leadership affect perceived organizational support negatively；3. positive emotional leadership behavior affects customer orientation positively, negative emotional leadership behavior affects customer orientation negatively；4. perceived organizational support affects positive service behaviors positively；5. customer orientation affects positive service behaviors positively；6. perceived organizational support has partial or full mediating effects between positive or negative emotional leadership behavior and positive service behaviors; 7. Customer orientation has a partial or full mediating effects between positive or negative emotional leadership behavior and positive service behaviors.
The implication of this study includes : 1. leader can not only affect employees’ positive service behaviors positively, but also build customer orientation climate and promote the degree of employees’ perceived organizational support through positive emotional leadership. 2. promoting the customer orientation and perceived organizational support can improve employees’ positive service behaviors. 3. perceived organizational support and customer orientation mediates the relationship between positive emotional leadership behavior and positive service behaviors, showing leader can improve employees’ positive service behaviors through improving perceived organizational support of employees and convey customer orientation faith in service industry. Finally this study expects to not only provide advice and managerial implication in service industry, but also explain limitation of this study and take it as references for future studies .

目次
目次……………………………………………………………………………v
表次………………………………………………………………………..…vii
圖次…………………………………………………………………………...ix
第一章 緒論…………………………….……………………………………..1
第一節 研究背景與動機………..……………………………………..…1
第二節 研究目的……………...………………………………………….4
第三節 研究流程……………..…………………………………………..5
第二章 文獻探討…………………………………………….……………..…7
第一節 情緒領導………………………………….…………………..…7
第二節 知覺組織支持……………………………………………….…17
第三節 顧客導向………………………………….…………………….21
第四節 正向服務行為……………………………………….………….25
第五節 領導者與成員交換理論……………………………………….34
第六節 研究假說發展…………………………………………………..36
第三章 研究方法………………………………………………………….…44
第一節 研究架構…………………………………………………….….44
第二節 研究對象與資料蒐集………………………………………..…45
第三節 研究變項的操作型定義及量測工具…………………………..56
第四節 資料分析方法………………………………………………..…50
第五節 衡量模式分析結果…………………………………………….53
第六節 信效度分析…………………………………………………….67
第七節 共同方法變異數 ………………............................................. 69
第四章 研究結果.............................................................................................70
第一節 樣本敘述性統計分析.................................................................70
第二節 相關分析 ...................................................................................73
第三節 結構方程模式 ..........................................................................74
第五章 結論與建議.......................................................................................81
第一節 假設檢核表...............................................................................81
第二節 討論與管理意涵.......................................................................87
第三節 研究貢獻...................................................................................91
第四節 研究實務上建議.......................................................................93
第五節 研究限制與後續研究建議.......................................................94
參考文獻……………………………………………………………………...95
中文文獻...........................................................................................................95
英文文獻........................................................................................................102
問卷部分........................................................................................................115













表次
表2-1 領導的定義…………………………………………………………….8
表2-2情緒型領導的定義…..………………………………………………...13
表2-3知覺組織支持的定義.………………………………………………...18
表2-4知覺組織支持相關研究……………………………………………...19
表2-5顧客導向定義………………………………………………………….21
表2-6組織公民行為定義…………………………………………………….26
表2-7 服務導向公民行為定義…………………...…………………………29
表3-1 情緒型領導的衡量問項 ……………….……………………..……..46
表3-2 知覺組織支持的衡量問項…………………………………………...47
表3-3 顧客導向的衡量問項………………………………………………...48
表3-4 正向服務行為的衡量問項……….…………………………….…..49
表3-5 各種契合度指數說明表……………………………………...………51
表3-6 原始衡量模式的相關契合度數值表………………………...………54
表3-7 篩選後之題項彙整表…………………………………….….………54
表3-8 Φ值、標準誤、T值……………………………….………………57
表3-9 標準化後的λ值與T值……………………………………………58
表3-10 衡量模式驗證結果表…………………………………….………62
表3-11受試者對正向情緒領導程度分析表………………………………62
表3-12受試者對負向情緒領導程度分析表………………………………63
表3-13受試者對知覺組織支持程度分析表………………………………64
表3-14受試者對顧客導向程度分析表…………………………….………65
表3-15受試者對正向服務行為程度分析表………………..………………66
表3-16信效度分析表………………………………………………..………67
表4-1樣本的基本屬性表……………………………………………………71
表4-2 相關分析……………………………………………..……………73
表4-3結構模式SEM驗證彙整表………………………………………76
表4-4 結構方程模式之間接效果與直接效果………………….……….78
表5-1 研究假說檢定表……………………………………..……………81





















圖次
圖1-1研究流程…………………………………………………………..……6
圖2-1轉換型領導與工作表現研究架構圖…………………………………16圖2-2知覺組織支持與工作績效關係研究架構圖…………………………21
圖2-3顧客導向與組織公民行為關係研究架構圖…………………………24
圖2-4 知覺組織支持與服務導向組織公民行為關係之研究架構圖…..….31
圖3-1研究架構…………………………………………………………….…44
圖3-2 原始衡量模式………………………………………………..………53
圖3-3衡量模式之λ值………………………………………………………60
圖3-4衡量模式之T值………………………………………………………61圖4-1 正向情緒領導 結構模式驗證圖……………….……………………74
圖4-2 負向情緒領導 結構模式驗證圖………………….…………………75
圖5-1 研究結論架構圖………………………………………………..……82

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