由於社會變遷、資訊傳播發達，員警對警察工作之認知及態度上和過往有顯著不同，以往階級威權領導，早已不符現今潮流。然而警察之工作與任務之特殊性，有別於其他行業，其工作性質並不適合完全放棄威權領導模式，因此領導者要採用何種領導方式來帶領部屬方能提升部屬效能，為警察組織須面對之首要工作。本研究主張仁慈、德行、威權兼具之家長式領導，可強化部屬心理擁有感、部屬效能，並藉由知覺組織支持，進而提升部屬效能。然而在過去警察領導之相關文獻中，鮮少研究探討家長式領導、心理擁有感、部屬效能及知覺組織支持間關係，因此，本研究藉由此研究缺口，來探討各變項間的跨層次關係。

本研究以新竹縣警察局4個分局共35個單位之主管與基層員警為研究樣本，進行結構性問卷施測。基層員警共回收355份有效問卷，主管共回收62份有效問卷。本研究採用跨層次分析方法(Hierarchical Linear Modeling)以驗證家長式領導、部屬效能、心理擁有感及知覺組職支持之跨層次關係，以了解不同層次對象之想法。本研究分析結果發現：1.家長式領導會正向影響心理擁有感；2.心理擁有感會正向影響部屬效能；3家長式領導會正向影響部屬效能；4.心理擁有感在家長式領導與部屬效能間具中介效果；5.知覺組織支持在心理擁有感與部屬效能間具正向調節效果。

本研究意涵包括：主管可以藉由家長式領導方式領導部屬，提升員警的效能；亦可藉由部屬良好的心理擁有感，來強化部屬效能。此外，員警知覺組織支持會強化員警心理擁有感和提升部屬效能。

The policemen have significantly different cognitions and attitudes of the work due to the social change and dissemination of information developed, and authoritarian leadership does not meet the modern trends. However, characteristics of police jobs are different from jobs in other industries, it is not suitable to completely abandon the authoritarian leadership. The primary work of police organization is to decide which type of leadership can enhance the subordinate effectiveness. This study asserts the paternalistic leadership can strengthen subordinate psychological ownership and subordinate effectiveness. Perceived organizational support can improve the effectiveness of their subordinates. However, few studies discuss the relationships among paternalistic leadership, psychological ownership, subordinate effectiveness and perceived organizational support in prior research. In this study, we will fill the research gaps and investigate multilevel variables.

This study collected data from managers and first-line policemen of four police precincts and thirty-five police units of Hsin-Chu County Government Police Bureau via structured questionnaires. We obtained the valid samples, including 355 first-line policemen and 62 plice officers. Hierarchical Linear Modeling was utilized in order to understand multilevel perspectives and phenomenon. This study also investigated the multilevel relationships among paternalistic leadership, subordinate effectiveness, psychological ownership and perceived organizational support.

Five key conclusions in the research are dicusssed as follows: 1. Paternalistic leadership has a significantly positive influence on psychological ownership. 2. Psychological ownership has a significantly positive influence on subordinate effectiveness. 3. Paternalistic leadership has a significantly positive influence on subordinate effectiveness. 4. Psychological ownership mediates the relationship between paternalistic leadership and subordinate effectiveness. 5. Perceived organizational support moderates the relationship between psychological ownership and subordinate effectiveness.

The implication of this study includes: Supervisor can make subordinates produce psychological ownership and enhance subordinate effectiveness by paternalistic leadership. Furthermore, perceived organization support can strengthen the relationship between psychological ownership and the effectiveness of subordinates.

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
第三節研究流程與步驟 6

第二章 文獻探討 9
第一節 家長式領導 9
第二節 知覺組織支持 19
第三節 心理擁有感 25
第四節 部屬效能 32
第五節 研究假說發展 41

第三章 研究設計 49
第一節 研究架構 49
第二節 研究對象 51
第三節 資料蒐集與限制 51
第四節 研究變項的操作型定義與測量工具 52
第五節 資料分析方法 55
第六節 衡量模式分析結果 57

第四章 研究分析與結果 63
第一節 樣本敘述性統計分析 69
第二節 研究變項的相關分析 72
第三節 信度分析 73
第四節 虛無模式分析 75
第五節 跨層次分析 75
第六節跨層次中介效果 78
第七節 調節效果 78


第五章 結論與建議 81
第一節 假說成立表 81
第二節 理論意涵 84
第三節 實務建議 87
第四節 研究限制與未來研究方向 88

參考文獻 89
中文部分 89
英文文獻 93

附錄 103
主管問卷 103
員工問卷 106

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