本文研討賦權式領導對於工作敬業度和離職傾向的影響，並同時以對主管信任作為調節變項，旨在驗證部屬是否會因為對主管的高度信任從而強化賦權式領導對於工作敬業度的正向影響。此研究使用問卷法，並且透過收集不同時間點的資料為設計，第一階段收集賦權式領導和對主管信任之變項，第二階段收集工作敬業度和離職傾向變項，針對在職並且有直屬主管者，回收了191份有效樣本。在完成階層迴歸分析後，本研究結果指出，員工所感受的賦權式領導會正向的影響員工工作敬業度表現，從而調降員工的離職傾向。在額外分析中亦發現對主管的信任能夠有效地增強敬業程度之貢獻構面與離職傾向的反向關係。而與預期不同，對主管之信任對於賦權領導與敬業度的關係並無顯著之影響，本文對此於結論部分亦提出了探討與意見。

The purpose of the present study was to discuss the effect of empowering leadership on work engagement as well as turnover intention while using trust in leaders as a moderator. The purpose was meant to clarify if the path of empowering leadership and work engagement would amplified under high leader trust. The method of questionnaire survey was implemented in the study. There were total 191 valid samples collected in different time. After conducting the hierarchical regression analysis, the study proposed that the empowering leadership predicted work engagement positively, and then proceed to predict the turnover intention negatively. The study also discovered the moderating effect of leader trust between dedication and turnover intent in the additional analysis. Different from anticipation, the moderating effect of trust in leaders was not significant. The following findings will be discussed in conclusion.

論文審定書 i
論文公開授權書 ii
摘要 iii
ABSTRACT iv
TABLE OF CONTENT v
LIST OF FIGURES vi
LIST OF TABLES vi
INTRODUCTION 1
LITERATURE REVIEW 4
2.1 EMPOWERING LEADERSHIP AND TURNOVER INTENTION 4
2.2 WORK ENGAGEMENT AS MEDIATOR 5
2.3 TRUST IN LEADER AS MODERATOR 9
METHOD 12
3.1 METHOD 12
3.2 MEASURES 13
RESULTS 17
4.1 DESCRIPTIVE ANALYSIS OF NOMINAL VARIABLES 17
4.2 PRELIMINARY ANALYSIS 18
4.3 CONFIRMATORY FACTOR ANALYSES 19
4.4 HYPOTHESIS TESTING 20
DISCUSSIONS AND CONCLUSIONS 25
5.1 CONCLUSION 25
5.2 PRACTICAL IMPLICATIONS 27
5.3 LIMITATIONS AND FUTURE RESEARCH 29
REFERENCE 31

LIST OF FIGURES
FIGURE 1 CONCEPTUAL FRAMEWORK 12
FIGURE 2. THE MODERATING EFFECT OF THE TRUST IN LEADERS ON THE RELATIONSHIP BETWEEN DEDICATION AND TURNOVER INTENTION IN ADDITIONAL ANALYSIS 24

LIST OF TABLES
TABLE 1 DESCRIPTIVE ANALYSES OF NOMINAL VARIABLES 18
TABLE 2 DESCRIPTIVE ANALYSIS OF INTERVAL VARIABLES AND BIVARIATE CORRELATIONS 19
TABLE 3 RESULT OF HIERARCHICAL REGRESSION ANALYSES 22
TABLE 4 RESULT OF REGRESSION ANALYSIS 23

Ababneh, K. I. (2020). Effects of met expectations, trust, job satisfaction, and commitment on faculty turnover intentions in the United Arab Emirates (UAE). The International Journal of Human Resource Management, 31(2), 303-334.
Adams, G. A., & Beehr, T. A. (1998). Turnover and retirement: A comparison of their similarities and differences. Personnel psychology, 51(3), 643-665.
Agarwal, U. A., Datta, S., Blake‐Beard, S., & Bhargava, S. (2012). Linking LMX, innovative work behaviour and turnover intentions: The mediating role of work engagement. Career development international.
Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of applied psychology, 90(5), 945.
Aiken, L. S., West, S. G., & Reno, R. R. (1991). Multiple regression: Testing and interpreting interactions: sage.
Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The leadership quarterly, 15(1), 5-32.
Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors. Journal of organizational behavior, 21(3), 249-269.
Bande, B., Fernández-Ferrín, P., & Castro-González, S. (2019). Trusting and being trusted: Examining the influence of supervisor propensity to trust on salesperson turnover. Personnel Review.
Bentler, P. M. (1990). Comparative fit indexes in structural models. Psychological bulletin, 107(2), 238.
Blau, P. M. (1968). Social exchange. International encyclopedia of the social sciences, 7, 452-457.
Breevaart, K., & Zacher, H. (2019). Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness. Journal of occupational and organizational psychology, 92(2), 384-409.
Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. The leadership quarterly, 17(3), 288-307.
Chen, G., Kirkman, B. L., Kanfer, R., Allen, D., & Rosen, B. (2007). A multilevel study of leadership, empowerment, and performance in teams. Journal of applied psychology, 92(2), 331.
Cheong, M., Spain, S. M., Yammarino, F. J., & Yun, S. (2016). Two faces of empowering leadership: Enabling and burdening. The leadership quarterly, 27(4), 602-616.
Cheong, M., Yammarino, F. J., Dionne, S. D., Spain, S. M., & Tsai, C.-Y. (2019). A review of the effectiveness of empowering leadership. The leadership quarterly, 30(1), 34-58.
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: meta-analytic findings and implications for research and practice. Journal of applied psychology, 87(4), 611.
Dunlop, P. D., & Lee, K. (2004). Workplace deviance, organizational citizenship behavior, and business unit performance: The bad apples do spoil the whole barrel. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(1), 67-80.
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The leadership quarterly, 18(3), 207-216.
Gerstner, C. R., & Day, D. V. (1997). Meta-Analytic review of leader–member exchange theory: Correlates and construct issues. Journal of applied psychology, 82(6), 827.
Gooty, J., & Yammarino, F. J. (2016). The leader–member exchange relationship: A multisource, cross-level investigation. Journal of Management, 42(4), 915-935.
Halbesleben, J. R. (2010). A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences. Work engagement: A handbook of essential theory and research, 8(1), 102-117.
Harris, T. B., Li, N., Boswell, W. R., Zhang, X. a., & Xie, Z. (2014). Getting what's new from newcomers: Empowering leadership, creativity, and adjustment in the socialization context. Personnel psychology, 67(3), 567-604.
Hayes, A. F. (2012). PROCESS: A versatile computational tool for observed variable mediation, moderation, and conditional process modeling. In: University of Kansas, KS.
Hobfoll, S. E. (2011). Conservation of resource caravans and engaged settings. Journal of occupational and organizational psychology, 84(1), 116-122.
Hobman, E. V., Restubog, S. L. D., Bordia, P., & Tang, R. L. (2009). Abusive supervision in advising relationships: Investigating the role of social support. Applied Psychology, 58(2), 233-256.
Jong, J. (2019). Does Structure Limit or Enable Empowerment? Paper presented at the Academy of Management Proceedings.
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
Kim, M., Beehr, T. A., & Prewett, M. S. (2018). Employee responses to empowering leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 25(3), 257-276.
Kim, S. L. (2019). Enticing high performers to stay and share their knowledge: The importance of trust in leader. Human Resource Management.
Lagace, R. R. (1991). An exploratory study of reciprocal trust between sales managers and salespersons. Journal of Personal Selling & Sales Management, 11(2), 49-58.
Lee, A., Willis, S., & Tian, A. W. (2018). Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation. Journal of organizational behavior, 39(3), 306-325.
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.
Lorinkova, N. M., Pearsall, M. J., & Sims Jr, H. P. (2013). Examining the differential longitudinal performance of directive versus empowering leadership in teams. Academy of Management Journal, 56(2), 573-596.
Memon, M. A., Salleh, R., Mirza, M. Z., Cheah, J.-H., Ting, H., & Ahmad, M. S. (2019). Performance appraisal satisfaction and turnover intention: The mediating role of work engagement. Management Decision.
Pearce, C. L., Sims, H. P., Cox, J. F., Ball, G., Schnell, E., Smith, K. A., & Trevino, L. (2003). Transactors, transformers and beyond: A multi‐method development of a theoretical typology of leadership. Journal of Management development.
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879.
Rai, A., & Kim, M. (2021). Empowering leadership and followers' good and bad behaviors: A dual mediation model. Human Resource Development Quarterly.
Robinson, S. L., & Morrison, E. W. (1995). Psychological contracts and OCB: The effect of unfulfilled obligations on civic virtue behavior. Journal of organizational behavior, 16(3), 289-298.
Rotundo, M., & Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of applied psychology, 87(1), 66.
Rousseau, D. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements: Sage publications.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of managerial psychology.
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(3), 293-315.
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.
Sharma, P. N., & Kirkman, B. L. (2015). Leveraging leaders: A literature review and future lines of inquiry for empowering leadership research. Group & Organization Management, 40(2), 193-237.
Sharma, S., Mukherjee, S., Kumar, A., & Dillon, W. R. (2005). A simulation study to investigate the use of cutoff values for assessing model fit in covariance structure models. Journal of Business Research, 58(7), 935-943.
Trevor, C. O., Gerhart, B., & Boudreau, J. W. (1997). Voluntary turnover and job performance: Curvilinearity and the moderating influences of salary growth and promotions. Journal of applied psychology, 82(1), 44.
Wong, S. I., & Giessner, S. R. (2018). The thin line between empowering and laissez-faire leadership: An expectancy-match perspective. Journal of Management, 44(2), 757-783.
Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: practice and research, 62(2), 81.
Yun, S., Cox, J., & Sims, H. P. (2006). The forgotten follower: a contingency model of leadership and follower self‐leadership. Journal of managerial psychology.