近年來人們越來越重視工作的意義與生命目標的追尋，因此使命感概念的研
究便逐漸受到重視，而於某些特定職業中，使命感之存在尤為明顯，因此其產生
的作用與影響也可能較為強烈。本研究欲藉由探究使命感帶來的效果與作用以了
解其如何對個人工作產生影響，因此以部屬本身的使命感來加以探討不同的調節
關係，並以國軍從業人員為樣本來源。

本研究使用對偶式問卷的設計方式共蒐集了來自 190 位主管和與其相對應的
380 位部屬之問卷，再從此 380 份的對偶問卷中扣除缺漏過多之問卷，最後留下
258 份的有效問卷進行研究。本研究之假設內容為部屬知覺主管的德行領導行為
對其職業承諾與工作績效之影響關係，並以部屬的個人取向及他人取向使命感作
為調節變項，以了解使命感是否對該關係具有調節作用。

本研究之結果發現主管的德行領導行為能夠提升部屬的工作績效，且當部屬
具有高個人取向使命感時，能夠強化德行領導與職業承諾的正向影響關係，即在
主管的德行領導之下，具高個人取向使命感的部屬能有更高程度的職業承諾，此
外當部屬具有較高程度的他人取向使命感時，則會強化德行領導與工作績效的正
向關係。

In recent years, people have paid more and more attention to the meaning of work
and the pursuit of one’s life goal. Therefore, the research on the concept of Sense of
Calling has received much attention. In certain occupations, the influence of Sense of
Calling seems more obvious and stronger than those in others. This research aims to
explore the impact of Sense of Calling on the relationships between Moral Leadership,
Occupational Commitment, and Job Performance, in order to understand how it affects
subordinates’ behavior.

This research collected 258 valid questionnaires from army, and the result shows
Moral Leadership has significant impact on the job performance of subordinates, and
Sense of Personal-oriented Calling has moderating effect on the relationship between
Moral Leadership and Occupational Commitment. On the other hand, Sense of Others-
oriented Calling has moderating effect on the relationship between Moral Leadership and
Job Performance.

論文審定書 ...........................................................................i
中文摘要 ...........................................................................ii
英文摘要 ...........................................................................iii
第一章 緒論 ...........................................................................1
第一節 研究背景與動機 ...........................................................................1
第二節 研究目的 ...........................................................................3
第二章 文獻探討 ...........................................................................4
第一節 德行領導 ...........................................................................4
第二節 職業承諾 ...........................................................................10
第三節 工作績效 ...........................................................................13
第四節 使命感 ...........................................................................16
第三章 研究方法 ...........................................................................21
第一節 研究架構與假設 ...........................................................................21
第二節 研究樣本 ...........................................................................23
第三節 研究工具 ...........................................................................29
第四節 施測程序 ...........................................................................33
第五節 資料分析方法 ...........................................................................34
第四章 研究結果 ...........................................................................35
第一節 各變項的平均數、標準差、之間的相關 ...........................................................................35
第二節 主管德行領導對部屬職業承諾與工作績效之影響 ...........................................................................37
第三節 部屬使命感的調節作用 ...........................................................................39
第五章 討論與建議 ...........................................................................44
第一節 結果討論 ...........................................................................44
第二節 研究限制與未來研究方向 ...........................................................................47
第三節 管理意涵 ...........................................................................49
參考文獻 ...........................................................................50
中文部分 ...........................................................................50
英文部分 ...........................................................................51
附錄 ...........................................................................58
附錄一 部屬問卷量表 ...........................................................................58
附錄二 主管問卷量表 ...........................................................................61

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