隨著網路時代的來臨，加速台灣企業了解西方領導模式之概念，企業的領導風格會接觸有別於傳統固有的領導模式。西方領導模式下，企業及管理職會賦予員工權力來作為領導策略，不僅能促進員工對於工作的積極行為，亦能夠讓員工從工作中尋求成就感及使命感，進而提升工作效率及品質。
基於上述研究觀點，本研究欲探討主管的領導風格、員工積極行為及心理賦權三個變項之間及各構面互相影響之關係，再深入探討心理賦權在領導風格與員工積極行為是否具有中介效果。
本研究以採用SPSS為資料分析工具，總計回收527份問卷，扣除無效問卷4份，有效問卷共計523份。透過迴歸分析驗證，得到以下結論：
一、領導風格之權威式領導對心理賦權沒有影響，民主式領導及放任式領導對心
理賦權有正面影響。
二、領導風格對員工積極行為有正面影響。
三、心理賦權對員工積極行為有正面影響。
四、領導風格與心理賦權對員工積極行為具有部分中介效果。

With the development of Internet, it leads Taiwanese companies realize the Leadership concept from the Western countries and accept the new leadership style. The concept of Western leadership, the employers and managers will given the subordinates power during their work. This kind of leadership concept not only can enhance the proactive behavior, enable the subordinates to gained a sense of achievement and mission but also improve their work efficiency and high quality.‬
The study explores the relationship among Leadership Style, Proactive Behavior and Psychological Empowerment, and all of their models. Furthermore, also explores Psychological Empowerment and it’s models have mediation effect between Leadership Style and Proactive Behavior.
This study used SPSS as a tool for data analysis. 527 questionnaires were
collected, collected 523 effective samples and 4 ineffective samples, the regression analysis of data used in this study, the conclusion is below:
1. The Leadership style of Autocratic has no impact on Psychological Empowerment, The Leadership style of Democratic and Laissez-faire have positive impact on Psychological Empowerment.
2. Three Leadership styles have positive impact on Proactive Behavior at Work.
3. Psychological Empowerment has positive impact on Proactive Behavior at Work.
4. Psychological Empowerment has partial mediation impact between three
Leadership styles and Proactive Behavior at Work.

目錄
目錄....................i
表目錄....................iii
圖目錄....................v
第壹章 緒論....................1
第一節 研究背景與動機....................1
第二節 研究目的....................3
第三節 研究問題....................4
第四節 研究架構與流程....................5
第貳章 文獻探討....................6
第一節 領導行為之意涵及相關研究....................6
第二節 心理賦權....................13
第三節 員工積極行為....................18
第四節 領導風格、員工積極行為及心理賦權之相互關係....................22
第參章 研究方法....................24
第一節 研究架構....................24
第二節 研究假說....................27
第三節 研究操作定義與衡量....................29
第四節 研究設計....................33
第五節 資料分析方法....................35
第肆章 資料分析與結果....................39
第一節 樣本結構分析....................39
第二節 敘述性統計分析....................47
第三節 皮爾森相關相關分析....................51
第四節 信度與效度分析....................53
第五節 迴歸分析....................62
第伍章 結論與建議....................68
第一節 結論....................68
第二節 研究建議....................70
第三節 研究限制....................76
英文文獻....................78
中文文獻....................86
附錄 前測問卷....................87
附錄 正式問卷....................92


表目錄
表2-1 領導理論彙整表....................7
表2-2 單層面三分法領導理論....................12
表2-3 心理賦權彙整表....................13
表2-4 心理賦能量表....................17
表2-5 員工積極行為理論彙整表....................18
表3-1 領導風格之問項-權威式領導....................29
表3-2 領導風格之問項-民主式領導....................30
表3-3 領導風格之問項-放任式領導....................30
表3-4 心理賦權之問項....................31
表3-5 員工積極行為之問項....................32
表3-6 問卷回收情況....................34
表3-7 KMO值之參考標準....................37
表4-1 性別分析表....................40
表4-2 年齡分析表....................40
表4-3 教育程度分析表....................41
表4-4 產業類別分析表....................42
表4-5 職業類別分析表....................43
表4-6 公司規模分析表....................44
表4-7 是否擔任管理職分析表....................44
表4-8 職稱分析表....................45
表4-9 工作年資分析表....................45
表4-10 薪資收入分析表....................46
表4-11 領導風格各變項敘述性統計分析表....................48
表4-12 心理賦權各變項敘述性統計分析表....................49
表4-13 員工積極行為各變項敘述性統計分析表....................50
表4-14 各變數之相關性係數表....................51
表4-15 正式問卷之信度分析表....................54
表4-16 KMO及Bartlett’s球形檢定....................54
表4-17 前測問卷之領導風格因素之萃取....................55
表4-18 刪除題項後正式問卷之領導風格因素之萃取....................56
表4-19 前測問卷及正式問卷之心理賦權因素之萃取....................57
表4-20 前測問卷之員工積極行為因素之萃取....................58
表4-21 刪除題項後正式問卷之員工積極行為因素之萃取....................59
表4-22 刪除之各變項題項....................60
表4-23 領導風格與心理賦權對員工積極行為之迴歸分析表....................65
表4-24 假說驗證彙整表....................67


圖目錄
圖1-1 研究架構與流程圖....................5
圖3-1 研究架構圖....................24
圖5-1 研究架構圖....................66

英文文獻參考
1.Ashford, S. J., & Tsui, A. S. (1991). Self-regulation for managerial effectiveness: The role of active feedback seeking. Academy of Management Journal, 34(2), 251-280. 
2.Ashforth, B. E. (1989). The experience of powerlessness in organizations. Organizational Behavior and Human Decision Processes, 43(2), 207-242. 
3.Bales, R. F. (1950). Interaction process analysis: a method for the study of small groups. 
4.Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ, 1986, 23-28. 
5.Bateman, T. S., & Crant, J. M. (1993). The proactive component of organizational behavior: A measure and correlates. Journal of Organizational Behavior, 14(2), 103-118. 
6.Bell, N. E., & Staw, B. M. (1989). 11 People as sculptors versus sculpture: the roles of personality and personal control. Handbook of Career Theory, 232. 
7.Bin Abdullah, A. G. K., Almadhoun, T. Z., & Ling, Y.-L. (2015). Organizational empowerment and commitment: The mediating effect of psychological empowerment. Asian Journal of Social Sciences, Arts and Humanities, 3(2), 1-7. 
8.Bin Abdullah, A. G. K., Almadhoun, T. Z., & Ling, Y.-L. (2015). Psychological empowerment, job satisfaction and commitment among Malaysian secondary school teachers. Asian Journal of Educational Research, Vol, 3(3), 34-42. 
9.Bindl, U. K., & Parker, S. K. (2011). Proactive work behavior: Forward-thinking and change-oriented action in organizations. In APA handbook of industrial and organizational psychology, Vol 2: Selecting and developing members for the organization. (pp. 567-598): American Psychological Association.
10.Blake, R., & Mouton, J. (1964). The managerial grid: The key to leadership excellence. Houston: Gulf Publishing Co, 350. 
11.Bowers, D. G., & Seashore, S. E. (1967). Peer leadership within work groups. Personnel Administration, 30(5), 45-50. 
12.Bowers, K. S. (1973). Situationism in psychology: An analysis and a critique. Psychological Review, 80(5), 307. 
13.Breuilly, J. (2011). Max Weber, charisma and nationalist leadership 1. Nations and Nationalism, 17(3), 477-499. 
14.Brief, A. P., & Nord, W. R. (1990). Meanings of occupational work: A collection of essays: Free Press. Administrative Science Quarterly. 36(4), 681.
15.Burke, P. J. (1971). Task and social-emotional leadership role performance. Sociometry, 22-40. 
16.Buss, D. M. (1987). Selection, evocation, and manipulation. Journal of Personality and Social Psychology, 53(6), 1214. 
17.Clegg, C., Unsworth, K., Epitropaki, O., & Parker, G. (2002). Implicating trust in the innovation process. Journal of Occupational and Organizational Psychology, 75(4), 409-422. 
18.Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471-482. 
19.Crant, J. M. (1995). The proactive personality scale and objective job performance among real estate agents. Journal of applied psychology, 80(4), 532. 
20.Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26(3), 435-462. 
21.Crant, J. M., & Bateman, T. S. (2000). Charismatic leadership viewed from above: The impact of proactive personality. Journal of Organizational Behavior, 21(1), 63-75. 
22.Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580. 
23.Diener, E., Larsen, R. J., & Emmons, R. A. (1984). Person× Situation interactions: Choice of situations and congruence response models. Journal of Personality and Social Psychology, 47(3), 580. 
24.Drucker, P. F. (1988). The coming of the new organization, 305-310.
25.Eagly, A. H., & Johannesen‐Schmidt, M. C. (2001). The leadership styles of women and men. Journal of Social Issues, 57(4), 781-797. 
26.Edwards, D., & Mercer, N. (1987). Common knowledge. London, United Kingdom: Methuen. In: Routledge.
27.Epitropaki, O., & Martin, R. (2005). From ideal to real: a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659. 
28.Fiedler, F. E. (1964). A contingency model of leadership effectiveness. In Advances in Experimental Social Psychology (Vol. 1, pp. 149-190): Elsevier.
29.Frese, M., & Fay, D. (2001). 4. Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23, 133-187. 
30.Frese, M., Fay, D., Hilburger, T., Leng, K., & Tag, A. (1997). The concept of personal initiative: Operationalization, reliability and validity in two German samples. Journal of Occupational and Organizational psychology, 70(2), 139-161. 
31.Frese, M., Kring, W., Soose, A., & Zempel, J. (1996). Personal initiative at work: Differences between East and West Germany. Academy of Management Journal, 39(1), 37-63. 
32.Getzels, J. W., & Guba, E. G. (1957). Social behavior and the administrative process. The School Review, 65(4), 423-441. 
33.Gist, M. E. (1987). Self-efficacy: Implications for organizational behavior and human resource management. Academy of Management Review, 12(3), 472-485. 
34.Gist, M. E., Locke, E. A., & Taylor, M. S. (1987). Organizational behavior: Group structure, process, and effectiveness. Journal of Management, 13(2), 237-257. 
35.Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327-347. 
36.Hackman, J. R., & Greg, R. Oldham, G. 1980: Work redesign. Reading, Mass. 
37.Hamel, G., & Zanini, M. (2020). Harnessing Everyday Genius How Michelin gives its frontline teams the power to make a difference. Harvard Business Review, 98(4), 86-95. 
38.Harms, P. D., Wood, D., Landay, K., Lester, P. B., & Lester, G. V. (2018). Autocratic leaders and authoritarian followers revisited: A review and agenda for the future. The Leadership Quarterly, 29(1), 105-122. 
39.Hogg, M. A., & Adelman, J. (2013). Uncertainty–identity theory: Extreme groups, radical behavior, and authoritarian leadership. Journal of Social Issues, 69(3), 436-454. 
40.House, R., & Mitchell, T. (1975). Path-goal Theory of Leadership (No. TR-75-67). Washington University Seattle Department of Psychology, 81-89.
41.Jena, L. K., Bhattacharyya, P., & Pradhan, S. (2019). Am I empowered through meaningful work? The moderating role of perceived flexibility in connecting meaningful work and psychological empowerment. IIMB Management Review, 31(3), 298-308. 
42.Jex, S. M., Bliese, P. D., Buzzell, S., & Primeau, J. (2001). The impact of self-efficacy on stressor–strain relations: Coping style as an explanatory mechanism. Journal of Applied Psychology, 86(3), 401. 
43.Jose, G., & Mampilly, S. R. (2015). Relationships among perceived supervisor support, psychological empowerment and employee engagement in Indian workplaces. Journal of Workplace Behavioral Health, 30(3), 231-250. 
44.Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89(1), 36. 
45.Kahn, R. L., & Katz, D. (1952). Leadership practices in relation to productivity and morale: Institute for Social Research, University of Michigan Ann Arbor, MI. 242.
46.Kaiser, H. F. (1974). An index of factorial simplicity. Psychometrika, 39(1), 31-36. 
47.Kanfer, R. (1992). Work motivation: New directions in theory and research. International Review of Industrial and Organizational Psychology, 7, 1-53. 
48.Kanter, R. M. (1989). The new managerial work. Harvard Business Review, 66, 85-92.
49.Kiazad, K., Restubog, S. L. D., Zagenczyk, T. J., Kiewitz, C., & Tang, R. L. (2010). In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior. Journal of Research in Personality, 44(4), 512-519. 
50.Kickul, J., & Gundry, L. (2002). Prospecting for strategic advantage: The proactive entrepreneurial personality and small firm innovation. Journal of Small Business Management, 40(2), 85-97. 
51.Kraimer, M. L., Seibert, S. E., & Liden, R. C. (1999). Psychological empowerment as a multidimensional construct: A test of construct validity. Educational and Psychological Measurement, 59(1),  127-142. 
52.Kryder, L. (2003). Leadership and the Psychology of Turnarounds. Technical Communication, 50(4), 655. 
53.Lewin, K. (1939). Experiments in social space. Harvard Educational Review, 9, 21-32.
54.Lewin, K. (1939). Field theory and experiment in social psychology: Concepts and methods. American Journal of Sociology, 44(6), 868-896. 
55.Lewin, K. (2013). A dynamic theory of personality-selected papers: Read Books Ltd, 239-249.
56.Lewin, K., & Lippitt, R. (1938). An experimental approach to the study of autocracy and democracy: A preliminary note. Sociometry, 1(3/4), 292-300. 
57.Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created “social climates”. The Journal of Social Psychology, 10(2), 269-299. 
58.Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85(3), 407. 
59.Likert, R. (1961). New patterns of management. 
60.Lippitt, R. (1939). Field theory and experiment in social psychology: Autocratic and democratic group atmospheres. American Journal of Sociology, 45(1), 26-49. 
61.Lippitt, R. (1940). An experimental study of the effect of democratic and authoritarian group atmospheres. University of Iowa Studies: Child Welfare. 16, 43-95.
62.Locke, E. A. (1987). Social foundations of thought and action: A social-cognitive view. In: Academy of Management Briarcliff Manor, NY 10510, 169-171.
63.Magnusson, D., & Endler, N. S. (1977a). Personality at the crossroads: Current issues in interactional psychology: Lawrence Erlbaum Associates; New York: distributed by the Halsted Press ….
64.Martinko, M. J., & Gardner, W. L. (1982). Learned helplessness: An alternative explanation for performance deficits. Academy of Management Review, 7(2), 195-204. 
65.McClelland, D., & Wilsnack, S. C. (1972). The effects of drinking on thoughts about power and restraint. The drinking man, 123-141. 
66.McClelland, D. C. (1961). Achieving society: Simon and Schuster.
67.Mead, M. (2002). Cooperation and competition among primitive peoples (Vol. 123): Transaction Publishers, 5-26.
68.Menon, S. (2001). Employee empowerment: An integrative psychological approach. Applied Psychology, 50(1), 153-180. 
69.Miller, V. D., & Jablin, F. M. (1991). Information seeking during organizational entry: Influences, tactics, and a model of the process. Academy of Management Review, 16(1), 92-120. 
70.Morrison, E. W. (1993). Newcomer information seeking: Exploring types, modes, sources, and outcomes. Academy of Management Journal, 36(3), 557-589. 
71.Morrison, E. W. (1993). Longitudinal study of the effects of information seeking on newcomer socialization. Journal of Applied Psychology, 78(2), 173. 
72.Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extrarole efforts to initiate workplace change. Academy of Management Journal, 42(4), 403-419. 
73.Parker, L. E. (1994). Working Together: Perceived Self‐and Collective‐Efficacy at the Workplace 1. Journal of Applied Social Psychology, 24(1), 43-59. 
74.Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827-856. 
75.Parker, S. K., Williams, H. M., & Turner, N. (2006). Modeling the antecedents of proactive behavior at work. Journal of Applied Psychology, 91(3), 636. 
76.Pearce, C. L., & Conger, J. A. (2002). Shared leadership: Reframing the hows and whys of leadership: Sage Publications, 105-108.
77.Perkins, D. D., & Zimmerman, M. A. (1995). Empowerment theory, research, and application. American Journal of Community Psychology, 23(5), 569-579. 
78.Reddin, W. J. (1970). Managerial effectiveness, 7. 
79.Schein, E. H. (1972). Occupational socialization in the professions: The case of role innovation. In Principles, Practices, and Positions in Neuropsychiatric Research (pp. 521-530): Elsevier.
80.Schneider, B. (1982). Interactional psychology and organizational behavior. Retrieved from Michigan State Univ East Lansing Dept of Psychology, 82(1), 53.
81.Schuh, S. C., Zhang, X.-a., & Tian, P. (2013). For the good or the bad? Interactive effects of transformational leadership with moral and authoritarian leadership behaviors. Journal of Business Ethics, 116(3), 629-640. 
82.Seibert, S. E., Crant, J. M., & Kraimer, M. L. (1999). Proactive personality and career success. Journal of Applied Psychology, 84(3), 416. 
83.Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96(5), 981. 
84.Simard, M., & Marchand, A. (1995). A multilevel analysis of organisational factors related to the taking of safety initiatives by work groups. Safety Science, 21(2), 113-129. 
85.Spector, P. E. (1986). Perceived control by employees: A meta-analysis of studies concerning autonomy and participation at work. Human Relations, 39(11), 1005-1016. 
86.Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465. 
87.Staw, B. M., & Boettger, R. D. (1990). Task revision: A neglected form of work performance. Academy of Management Journal, 33(3), 534-559. 
88.Tannenbaum, R., & Schmidt, W. H. (1973). How to choose a leadership pattern. Harvard Business Review,162-180.
89.Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681. 
90.Tornau, K., & Frese, M. (2013). Construct clean‐up in proactivity research: A meta‐analysis on the nomological net of work‐related proactivity concepts and their incremental validities. Applied Psychology, 62(1), 44-96. 
91.Unsworth, K. L., & Parker, S. K. (2003). Proactivity and innovation: Promoting a new workforce for the new workplace. The new workplace: A guide to the human impact of modern working practices, 175-196. 
92.Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41(1), 108-119. 
93.Verkerk, P. (1990). Fiedler's contingency model of leadership effectiveness: background and recent developments. (OCTO-report; Vol. 9002, pp22). Department of Philosophy and Social Sciences, Eindhoven University of Technology.
94.Wolfle, L. M., & Robertshaw, D. (1982). Effects of college attendance on locus of control. Journal of Personality and Social Psychology, 43(4), 802. 
95.Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: literature review. Journal of Management Development, 34(2), 190-216.

中文文獻參考
1.蘇琡珺（2013，4月）。主管真誠領導對員工創造力影響-心理賦權與主動積極工作行為中介效果之驗證。中華民國長榮大學學術論文發表會，台南市。