面對快速變動的環境，高科技產業透過不斷創新來提升競爭力。主管的情緒會影響員工的行為與認知過程，進而左右員工的創新行為(張火燦、劉嘉雯、許宏明、繆敏志、童志隆，2011)。良好的主管部屬交換關係，不僅能使員工擁有正向心情，還能驅使其內在動機，進而達到創造性績效提升(邱淑芬、莊佩茹、連小雅，2015)。然而，過去相關文獻顯少探討科技業正負向情緒領導、主管與部屬交換關係、建言行為及創新行為之間的關係，據此本研究探討上述變項之間的關係。
本研究以高科技產業從業人員為研究對象，進行問卷調查，探究正負向情緒領導、主管部屬交換關係、建言行為及創新行為之間的關係。本研究採用結構方程模式分析，共發放400份，回收有效問卷353份，有效回收率88.8 %，分析結果發現：1.正向情緒領導與主管部屬交換具有正向影響關係；2.正向情緒領導與創新行為具有正向影響關係；3.正向情緒領導與建言行為具有正向影響關係；4.高主管部屬交換關係會與創新行為呈正向影響；5.高主管與部屬交換關係與建言行為呈正向影響；6.主管部屬交換關係在正向情緒領導和員工創新行為間具有中介效果；7.主管部屬交換關係在正向情緒領導和員工建言行為間具有正向中介效果。
本研究意涵包括：1. 主管能透過正向情緒渲染提升部屬的創新行為與建言行為，並改善主管與部屬交換關係。2. 領導者可藉由主管與部屬交換關係來提升成員的建言行為與創新行為，使部屬更積極主動給予回饋與意見，並提出改善組織效能方案。3. 主管與部屬交換關係之中介效果，代表高品質的主管與部屬交換關係可結合領導者的正向情緒，影響成員的心理感受，進而使成員展現正向的行為。本研究希望藉此研究結果提供學術界與實務界新觀點，並作為未來研究之參考。

Facing fast-changing environment, high-tech industries enhance their competitiveness through continuous innovation. The leader’s emotions influence organizational member's behavior and cognitive processes and in turn affects their innovation behavior (Chang, Huo-Tsan , Liu, Chiawen, Xu, Hong-Ming, Miao, Min-Chih, Tung, Chih-Lung, 2011). A good leader-member exchange relationship not only makes organizational members have a positive mood, but also attribute their intrinsic motivation to achieve creative performance improvement (Chiu, Su-Fen, Chuang, Pei-Ju, Lien, Xiao-Ya, 2015). Reviewing prior literatures, few studies have examined the relationship among emotional leadership behavior, leader-member exchange, voice behavior, and innovation behavior in high technology industry. Therefore, this study will explore the relationship between above variables.
This study collected data from high-tech industry, and explored the relationships among emotional leadership behavior, leader-member exchange, voice behavior, and innovation behavior. In this study, structural equation model analysis was used. 400 questionnaires were sent, 353 valid questionnaires were responded, showing the valid response rate was 88.8%. The results showed: 1. positive emotional leadership behavior affects leader-member exchange positively; 2. there exists a positive effect between positive emotional leadership behavior and innovation behavior; 3. positive emotional leadership behavior affects voice behavior positively; 4. High leader-member exchange has a positive influence on innovation behaviors; 5. there exists a positive effect between high leader-member exchange and voice behavior; 6. The leader-member exchange mediates the relationship between positive emotional leaders and members' innovation behaviors; 7. The leader-member exchange mediates the relationship between positive emotional leadership and members' voice behavior.
The research implies that: 1. leader can enhance member's innovation behavior and voice behavior by positive emotional leadership behavior, improving leader-member exchange. 2. leader can enhance member's innovation behavior and voice behavior by leader-member exchange, making member give more positive feedback and opinions, and propose solutions to improve organizational effectiveness. 3. mediating effects of leader-member exchange state that high leader-member exchange can combine leader’s positive emotion, influence the emotional feeling of organizational member, and make organizational members to show positive behavior. Based on the analytical results, this study expects to provide new perspectives in academia and practical fields, and serve as a reference for future research.

目次
第一章 緒論 ................................................. 1
　第一節 研究背景與動機 ..................................... 1
　第二節 研究目的 ........................................... 5
　第三節 研究流程 ........................................... 6
第二章 文獻探討 ............................................. 8
　第一節 情緒型領導 ......................................... 8
　第二節 主管與部屬交換關係................................. 20
　第三節 建言行為 .......................................... 25
　第四節 創新行為 .......................................... 29
　第五節 社會交換理論 ...................................... 33
　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與限制 .......................... 45
　第三節 研究變項的操作型定義與測量工具 .................... 46
　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 .......................................... 72
　第三節 結構方程分析 ...................................... 73
第五章 結論與建議 .......................................... 79
　第一節 假說檢核表 ........................................ 79
　第二節 討論與管理意涵 .................................... 84
　第三節 研究貢獻 .......................................... 89
　第四節 研究限制與後續研究建議 ............................ 91
參考文獻 ................................................... 92
　中文部分 ................................................. 92
　英文部分 ................................................. 97
問卷部分 .................................................. 110


表次
表 2-1 領導的定義彙總表 .................................... 9
表 2-2 情緒領導的定義彙總表 ................................ 14
表 2-3 主管與部屬交換關係的定義彙總表 ...................... 21
表 2-4 建言行為的定義彙總表 ................................ 25
表 2-5 創新行為的定義彙總表 ................................ 29
表 3-1 正向情緒領導行為量表 ................................ 46
表 3-2 主管部屬交換關係量表 ................................ 47
表 3-3 建言行為量表 ........................................ 48
表 3-4 創新行為量表 ........................................ 49
表 3-5 各種契合度指數說明表 ................................ 52
表 3-6 原始衡量模式之契合度相關數值表 ...................... 54
表 3-7 篩選後題項彙整表 .................................... 54
表 3-8 Φ值、標準誤與T值 .................................. 57
表 3-9 標準化後λ值與T值 .................................. 58
表 3-10 衡量模式驗證結果表 ................................. 62
表 3-11 受訪者對正向情緒領導行為分析表 ..................... 62
表 3-12 受訪者對負向情緒領導行為分析表 ..................... 64
表 3-13 受訪者對主管部屬交換關係分析表 ..................... 65
表 3-14 受訪者對創新行為程度分析表 ......................... 65
表 3-15 受訪者對建言行為程度分析表 ......................... 66
表 3-16 信效度分析表 ....................................... 67
表 4-1 受訪樣本之基本屬性 …................................ 70
表 4-2 相關分析 ............................................ 72
表 4-3 結構模式SEM驗證彙整表 .............................. 74
表 4-4 結構模式之直接與間接效果 ............................ 77
表 5-1 研究假說檢核表 ...................................... 79


圖次
圖 1-1 研究流程圖 .......................................... 7
圖 2-1 領導與情緒影響關係研究架構圖 ........................ 18
圖 2-2 正負向情緒與建言關係研究架構圖 ...................... 19
圖 2-3 主管部屬交換關係與創新關係影響研究架構圖 ............ 24
圖 2-4 主管部屬交換關係與建言行為關係影響研究架構圖 ........ 28
圖 2-5 創新行為與績效關係影響研究架構圖 .................... 32
圖 3-1 研究架構圖 .......................................... 44
圖 3-2 原始衡量模式 ........................................ 53
圖 3-3 衡量模式之λ數值 .................................... 60
圖 3-3 衡量模式之T數值 .................................... 61
圖 4-1 正向情緒領導 結構模式驗證圖 ......................... 73
圖 4-2 負向情緒領導 結構模式驗證圖 ......................... 74
圖 5-1 研究結論架構圖 ...................................... 80

一、中文部分
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余德成、溫金豐、陳泰哲 (2002)。科技產業中領導行為與組織公民行為之關係：檢驗督導信任的情境效應。
吳宗祐、鄭伯壎 (2006)。工作投入，調節他人情緒能力與情緒勞動之交互作用對情緒耗竭的預測效果。中華心理學刊，48(1)，69-87。
吳宗祐、周麗芳、鄭伯壎 (2008)。主管的權威取向及其對部屬順從與畏懼的知覺對威權領導的預測效果。本土心理學研究，(30)，65-115。
吳宗祐 (2008)。主管威權領導與部屬的工作滿意度與組織承諾：信任的中介歷程與情緒智力的調節效果。本土心理學研究，(30)，3-63。
吳宗祐 (2013)。主管與部屬互動中情緒勞動：回顧，釐清，及前瞻。人力資源管理學報，13(3)，57-105。
吳明隆、凃金堂(2016)。SPSS與統計應用分析。五南圖書出版股份有限公司。
吳盛、林東清、林杏子 (2006)。以社會交換理論觀點探討影響虛擬團隊成員知識分享行為因素。資訊管理學報, 13(1)，193-219。
李昭蓉 (2012)。師徒怎麼配？論師徒功能，員工知識分享與創新行為關係中師徒類型之調節角色。人力資源管理學報，12(4)，81-105。
李庭閣、張珈進、黃少宇、嚴國晉 (2016)。家長式領導與部屬工作績效之關係：探討情緒勞動演出的中介效果。人力資源管理學報，16(3)，93-129。
李娸維、高瑞新、廖翊雅、劉文宏 (2010)。台灣漁會領導型態與激勵制度對員工工作績效影響之研究。公共行政學報，(36)，91-123。
汪美伶、李俊賢 (2017)。急性子主管不好嗎？主管時間緊迫性格對不當督導之影響。人力資源管理學報，17(1)，35-58。
沈其泰、黃涓容、姜定宇 (2014)。領導者的團隊情緒領導行為與團隊效能：團隊社會交換關係與知覺風險程度的干擾效果。人力資源管理學報，14(2)，55-80。
周麗芳、任金剛、林守紀 (2013)。轉型領導與建言行為：文化價值觀的關鍵角色。組織與管理，6(2)，115-159。
林明杰、李信達 (2011)。組織社會化程度，授權賦能認知對個人創新行為影響之研究：顧客導向行為的中介效果。科技管理學刊，16(2)，53-80。
林姿葶、鄭伯壎、周麗芳 (2014)。家長式領導：回顧與前瞻。本土心理學研究，(42)，3-82。
林家五、施建彬 (2017)。仁慈領導一定能讓部屬產生組織公民行為嗎? 領導者操弄意圖知覺與部屬信任的中介式調節作用。NTU Management Review，33。
林惠彥、陸洛、吳珮瑀、吳婉瑜 (2012)。快樂的員工更有生產力嗎？組織支持與工作態度之雙重影響。中華心理學刊，54(4)，451-469。
邱淑芬、莊佩茹、連小雅 (2015)。主管部屬交換與創造性績效之關係： 內在動機與正向心情之中介效果。組織與管理，8(2)，43-71。
侯勝宗、樊學良、連婉茜 (2015)。真心或矯情？情緒勞務和創新行為之關係。臺大管理論叢，25(3)，67-99。
洪贊凱、曾鈺雯 (2012)。從印象管理觀點探討組織個體政治技巧與建言行為之關係。人力資源管理學報，12(2)，1-23。
紀乃文、石蕙菱、郭智涵 (2015)。建言或諫言? 探討員工正，負向心情與建言行為的關係：轉換型與交易型領導的干擾效果。管理學報，32(1)，43-68。
高瑞新 (2006)。領導行為，組織氣氛與服務品質關係之研究-以高雄港務警察局為例。人力資源管理學報，6(3)，95-117。
高鳳霞、鄭伯壎、黃敏萍 (2015)。近朱者不赤，近歿者必黑?－第一線服務人員的同儕效應及德行領導與個人自尊的調節效果。中華心理學刊，57(2)，155-176。
張火燦、劉嘉雯、許宏明、繆敏志、童志隆 (2011)。主管心情感染與員工創新行？的關係：敬業貢獻與工作倦怠的中介角色。人力資源管理學報，11(2)，1-24。
張凱智、宋秉明 (2011)。社區觀光發展態度關係模式建構之研究。戶外遊憩研究。24(1)，31-55。
張凱智 (2017)。社區觀光發展態度關係之建構-以社會交換理論與社會資本論為基礎。戶外遊憩研究，30(3)，1-45。
許順旺、邱瑜婷 (2011)。國際觀光旅館餐飲部門組織正義，員工創新行為與績效表現之相關研究-以組織支持為干擾變項。觀光休閒學報，17(1)，49-74。
陳彥君、許含笑 (2013)。提升工作團體認同：探討轉換型領導與部屬性格之角色。人力資源管理學報，13(2)，73-100。
陳書梅 (2015)。大學圖書館組織創新行為調查研究。教育資料與圖書館學，52(3)，231-267。
陳淑貞、楊美玉 (2016)。第三者對代理主管不當督導的反應行為：情感與認知機制的中介影響。人力資源管理學報，16(2)，1-23。
陳嵩、陳光偉、李佩芬 (2011)。垂直人際信任對部屬工作績效之影響： 上司家長式領導的角色。管理學報，28(1)，1-29。
彭于萍 (2013)。大學圖書館館員領導者與成員交換關係，工作自主性及組織公民行為之關係模式探析。教育資料與圖書館學，50(4)，491-525
黃品全 (2012)。符合情緒規範的表達方式：從客服人員對顧客與組織的觀點。觀光休閒學報，18(2)，89-110。
黃涓容 (2009)。領導者的團隊情緒領導行為和團隊績效、團隊內衝突的關聯及其調節作用。國立中正大學心理學研究所碩士論文。
黃敏萍、高鳳霞 (2014)。價值契合觀點之魅力領導理論：中介歷程與多層次分析。中華心理學刊，56(2)，215-235。
黃敏萍、林姿葶、鄭伯壎、梁瑋鈞 (2012)。華人企業組織中的魅力領導：由概念分析到量表建構。管理學報，29(4)，307-331。
楊美玉、柯佑宗 (2015)。人們為何能勇於建言？建言自我效能與團隊建言行為的效果。臺大管理論叢，25(3)，39-66。
楊美玉、劉佳雄、柯旻秀、陳映潔、柯佑宗 (2013)。領導效能研究的回顧與展望：1985-2012。人力資源管理學報，13(4)，1-39。
葉建亨、黃文楨 (2011)。整合社會資本與社會交換理論探討虛擬社群知識分享意願。中華民國資訊管理學報，18(3)，76-100。
熊欣華、陳欽洲 (2012)。自己人更優惠，或是更辛苦？領導部屬交換關係中的矛盾。人力資源管理學報，12(4)，29-52。
劉娜婷、蔡秉毅、徐雅惠、吳肇展 (2014)。權威領導與職場偏差行為之關係：主管與部屬交換關係差異與個人文化價值觀所扮演的角色。組織與管理，7(2)，1-50。
劉娜婷、蔡秉毅、陳淑貞、林育瑩 (2016)。利社會動機，建言行為與 LMX 之關聯性分析：探討政治技巧的調節角色。人力資源管理學報，16(4)，1-25。
樊景立、鄭伯壎 (2000)。華人組織的家長式領導：一項文化觀點的分析。本土心理學研究，(13)，126-180。
蔡啟通 (2006)。領導者部屬交換與員工創新行為：組織正義之中介效果及組織特性之干擾效果。管理學報，23(2)，171-193。
蔡啟通 (2008)。內在動機與員工創新行為之關係：Amabile 三元交互效果及 Shin 中介效果之驗證。管理學報，25(5)，549-575。
鄭伯壎、周麗芳、樊景立 (2000)。家長式領導：三元模式的建構與測量。本土心理學研究，(14)，3-64。
鄭伯壎 （2005）。家長式領導三元模式：現代轉化及影響機制(1/4)-家長式領導三元模式：構念修正與再驗證，國科會華人本土心理學研究追求卓越延續計畫研究報告NSC 94-2752-H-155-001。
賴鳳儀、林鉦棽、陳曉玲、李郁芩、湯蕙娟 (2016)。主管與同事關係品質對建言行為的非線性關係：心理安全知覺的中介角色。人力資源管理學報，16(3)，1-28。
韓明娟、黃品全 (2017)。生氣勃勃而後建言獻策：從情境強度理論談旅館業安全基礎領導支持的調節效果。觀光休閒學報，23(2)，189-210。
聶琬瑩 (2012)。桃竹苗地區國民小學校長情緒領導與教師情緒勞務之研究。國立新竹教育大學教育學系碩士論文。
蘇英芳、黃賀 (2006)。魅力領導，家長式領導，德性領導與領導效應之研究。中山管理評論，14(4)，939-968。


二、英文部分
Agarwal, S., Erramilli, M. K., & Dev, C. S. (2003). Market orientation and performance in service firm: Role of innovation. Journal of Services Marketing, 17(1), 68-82.
Amabile, T. M., Barsade, S. G., Mueller, J. S., & Staw, B. M. (2005). Affect and creativity at work. Administrative science quarterly, 50(3), 367-403.
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