領導風格對組織的運營和績效具有重大影響，尤其當領導者採取剝削型領導風格時，會促使員工受到負面影響進而導致引發工作偏差行為。剝削型領導這一新興的負面領導議題近年來成為領導風格研究的核心焦點。這種極具爭議性的領導方式因其領導者高度自私自利的特性對員工造成負面影響，除了吸引學者的廣泛關注，亦為企業在管理上需留意的關鍵議題。過去研究多以資源保存理論探討其領導風格造成員工的負面影響。本研究依據社會交換理論與社會認知理論探討剝削型領導是否透過不信任主管與道德疏離的中介效果影響員工知識隱藏行為。本次研究針對不同產業的全職員工進行問卷調查，共回收有效問卷225份。研究結果顯示，不信任主管對於剝削型領導與對主管的知識隱藏行為具有中介效果，然而，道德疏離並未對知識隱藏行為產生中介效果。

Leadership style has a significant impact on an organization’s operations and performance. In particular, when leaders adopt an exploitative leadership style, it can negatively affect employees and subsequently trigger workplace deviant behaviors. In recent years, Exploitative Leadership—an emerging negative leadership issue—has become a central focus in leadership style research. This highly controversial approach, marked by leaders’ extreme selfishness and its detrimental impact on employees, has not only garnered extensive scholarly attention but also emerged as a key issue that organizations must address in their management practices. Previous studies have primarily examined the negative effects of this leadership style on employees through the lens of the Conservation of Resources Theory. This study, based on Social Exchange Theory and Social Cognitive Theory, explores whether exploitative leadership influences employees’ knowledge-hiding behavior through the mediating effects of distrust in supervisor and moral disengagement. A survey targeting full-time employees across various industries was conducted, yielding a total of 225 valid responses. The findings indicate that distrust in supervisor mediates the relationship between exploitative leadership and knowledge-hiding behavior toward supervisors. However, moral disengagement does not have a mediating effect on exploitative leadership and knowledge-hiding behavior.

論文審定書 i
摘要 ii
Abstract iii
目錄 iv
圖次 vi
表次 vii
第壹章 緒論 1
第貳章 文獻探討 5
第一節、社會交換理論 5
第二節、社會認知理論 7
第三節、剝削型領導. 8
第四節、不信任主管 9
第五節、道德疏離 10
第六節、知識隱藏行為 11
第七節、各變項之關係探討 12
第參章 研究方法 17
第一節、研究架構 17
第二節、研究樣本與施測程序 18
第三節、研究工具 20
第四節、資料分析方法 21
第肆章 研究結果 23
第一節、驗證性因素分析 23
第二節、相關分析 26
第三節、假設檢定 27
第伍章 結論與建議 32
第一節、理論意涵 32
第二節、管理意涵 33
第三節、研究限制與未來研究建議 35
參考文獻 38

中文文獻
江浩、魯虹（2024）。剝削型領導對團隊創新績效影響的跨層次研究。運籌學與模糊學，14(6)，48-56。
https://doi.org/10.12677/orf.2024.146511
何勤、劉明澤、李鑫悅（2024）。人工智能会引發員工的知識隱藏行為嗎？–基於相對剝奪感的理論視角。外國經濟與管理，46(10)，55-70。
10.16538/j.cnki.fem.20231226.101
吳宗祐、徐瑋伶、鄭伯壎（2002）。怒不可遏或忍氣吞聲：華人企業主管威權領導與部屬憤怒反應。本土心理學研究，(18)，3-49。https://www.airitilibrary.com/Article/Detail?DocID=10298282-200212-x-18-3-49-a
陳建丞、許菁倪、葉尚維（2023）。主管不當督導對部屬負面影響之中介機制探討。創新與管理，19(1)，1-33。
https://www-airitilibrary-com.proxyone.lis.nsysu.edu.tw/Article/Detail?DocID=18148794-N202303230002-00001
姜定宇、丁捷、林伶瑾（2012）。家長式領導與部屬效能：信任主管與不信任主管的中介效果。中華心理學刊，54(3)，269-291。https://doi.org/10.6129/CJP.2012.5403.01
劉哲伶（2023）。員工知識藏私行為的前因—探討工作不安全感、 知識心理所有權及一般自我效能的影響效果。〔碩士論文，國立臺灣大學〕。華藝線上圖書館。
https://doi.org/10.6342/NTU202301549
劉富綺（2015）。影響研發人員知識隱藏及沉默的因素。[碩士論文，國立交通大學]。臺灣博碩士論文知識加值系統。
https://hdl.handle.net/11296/r428qs



英文文獻
Akhtar, M. W., Huo, C., Syed, F., Safdar, M. A., Rasool, A., Husnain, M., Awais, M., & Sajjad, M. S. (2022). Carrot and Stick Approach: The Exploitative Leadership and Absenteeism in Education Sector. Frontiers in psychology, 13, 890064. https://doi.org/10.3389/fpsyg.2022.890064
Anand, A., Centobelli, P., & Cerchione, R. (2020). Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding. Journal of Organizational Change Management, 33, 379-399. https://doi.org/10.1108/JOCM-06-2019-0174
Arnold, K. A., Dupré, K. E., Hershcovis, M. S., & Turner, N. (2011). Interpersonal targets and types of workplace aggression as a function of perpetrator sex. Employee Responsibilities and Rights Journal, 23(3), 163-170. https://doi.org/10.1007/s10672-010-9155-x
Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191-215.
https://doi.org/10.1037/0033-295X.84.2.191
Bandura, A. (1986). Social Foundations of Thought and Action: A Social Cognitive Theory. Prentice-Hall. https://books.google.com.tw/books?id=HJhqAAAAMAAJ
Bandura, A. (1991). Social cognitive theory of self-regulation. Organizational Behavior and Human Decision Processes, 50(2).
https://doi.org/http://doi.org/10.1016/0749-5978(91)90022-L..
Bandura, A. (1999). Moral disengagement in the perpetration of inhumanities. Pers Soc Psychol Rev, 3(3), 193-209. https://doi.org/10.1207/s15327957pspr0303_3
Bandura, A., Barbaranelli, C., Caprara, G. V., & Pastorelli, C. (1996). Mechanisms of moral disengagement in the exercise of moral agency. Journal of Personality and Social Psychology, 71(2), 364-374. https://doi.org/10.1037/0022-3514.71.2.364
Bies, R. J., & Tripp, T. M. (1996). Beyond distrust: "Getting even" and the need for revenge. In R. M. Kramer & T. R. Tyler (Eds.), Trust in organizations: Frontiers of theory and research (pp. 246-260). Sage Publications, Inc. https://doi.org/10.4135/9781452243610.n12
Bies, R., & Tripp, T. (1998). Two faces of the powerless: coping with tyranny in organizations. Power and Influence in Organizations (pp. 203-220). Sage Publications, Inc. https://doi.org/10.4135/9781483345291
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
https://www.abebooks.com/9780471080305/Exchange-Power-Social-Life-Blau-0471080306/plp
Brosch, T., Sander, D., Pourtois, G., & Scherer, K. R. (2008). Beyond fear: rapid spatial orienting toward positive emotional stimuli. Psychol Sci, 19(4), 362-370.
https://doi.org/10.1111/j.1467-9280.2008.02094.x
Butt, A. S. (2019). Consequences of top-down knowledge hiding in firms: A pilot study. Heliyon, 5(12), e03000. https://doi.org/https://doi.org/10.1016/j.heliyon.2019.e03000
Butt, A. S., & Ahmad, A. B. (2021). Strategies to mitigate knowledge hiding behavior: Building theories from multiple case studies. Management Decision, 59(6), 1291-1311. https://doi.org/10.1108/MD-01-2020-0038
Chen, M., Chen, C. C., & Sheldon, O. J. (2016). Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior. Journal of Applied Psychology, 101(8), 1082-1096. https://doi.org/10.1037/apl0000111
Chi SCS, Liang SG. (2013). When do subordinates' emotion-regulation strategies matter? Abusive supervision, subordinates' emotional exhaustion, and work withdrawal. The Leadership Quarterly. 24(1), 125-137.
http://dx.doi.org/10.1016/j.leaqua.2012.08.006
Clark, M. C., & Payne, R. L. (1997). The nature and structure of workers' trust in management. Journal of Organizational Behavior, 18(3), 205–224.
https://doi.org/10.1002/(SICI)1099-1379(199705)18:3<205::AID-JOB792>3.0.CO;2-V
Clark, M. S., & Mills, J. R. (2012). A theory of communal (and exchange) relationships. In Handbook of theories of social psychology, Vol. 2 (pp. 232-250). Sage Publications Ltd. https://doi.org/10.4135/9781446249222.n38
Compeau, D. R., & Higgins, C. A. (1995). Computer Self-Efficacy: Development of a Measure and Initial Test. MIS Quarterly, 19(2), 189–211. https://doi.org/10.2307/249688
Connelly, C. E., & Zweig, D. (2015). How perpetrators and targets construe knowledge hiding in organizations. European Journal of Work and Organizational Psychology, 24(3), 479-489. https://doi.org/10.1080/1359432X.2014.931325
Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge hiding in organizations. Journal of Organizational Behavior, 33(1), 64-88. https://doi.org/10.1002/job.737
Davies, F., & Gould-Williams, J. (2005). Using Social Exchange Theory to Predict the Effects of HRM Practice on Employee Outcomes: An Analysis of Public Sector Workers. Public Management Review, 7. https://doi.org/10.1080/1471903042000339392
Dirks, K. T., & Ferrin, D. L. (2001). The role of trust in organizational settings. Organization Science, 12(4), 450-467.
https://doi.org/10.1287/orsc.12.4.450.10640
Fiske, S. T. (2004). Social beings : a core motives approach to social psychology. J. Wiley. https://www.amazon.com/Social-Beings-Motives-Approach-Psychology/dp/0471654221
Gallucci, M., & Perugini, M. (2003). Information seeking and reciprocity: A transformational analysis. European Journal of Social Psychology, 33(4), 473-495.
https://doi.org/10.1002/ejsp.156
Gouldner, A. W. (1960). The Norm of Reciprocity: A Preliminary Statement. American Sociological Review, 25, 161-178. https://doi.org/10.2307/2092623
Guo, L., Cheng, K., & Luo, J. (2020). The effect of exploitative leadership on knowledge hiding: A conservation of resources perspective. Leadership and Organization Development Journal, 42(1), 83-98.
https://doi.org/10.1108/LODJ-03-2020-0085
Hassan, S., Wright, B. E., & Yukl, G. (2014). Does ethical leadership matter in government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Administration Review, 74(3), 333-343. https://doi.org/10.1111/puar.12216
Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis. New York: The Guilford Press. https://doi.org/10.1111/jedm.12050
Hernaus, T., Cerne, M., Connelly, C., Poloski Vokic, N., & Škerlavaj, M. (2019). Evasive knowledge hiding in academia: when competitive individuals are asked to collaborate. Journal of Knowledge Management, 23(4), 597-618. https://doi.org/10.1108/JKM-11-2017-0531
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513-524.
https://doi.org/10.1037/0003-066X.44.3.513
Hobfoll, S. E. (2001). The influence of culture, community, and the nested-self in the stress process: Advancing Conservation of Resources theory. Applied Psychology: An International Review, 50(3), 337-370. https://doi.org/10.1111/1464-0597.00062
Issac, A. C., & Baral, R. (2018). Dissecting knowledge hiding: a note on what it is and what it is not. Human Resource Management International Digest, 26(7), 20-24.
https://doi.org/10.1108/HRMID-09-2018-0179
Jang, S., Hong, K., Bock, G.-W., & Kim, I. (2002). Knowledge management and process innovation: The knowledge transformation path in Samsung SDI. Journal of Knowledge Management, 6, 479-485. https://doi.org/10.1108/13673270210450582
Kankanhalli, A., Tan, B. C. Y., & Wei, K.-K. (2005). Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation. MIS Quarterly, 29(1), 113-143. https://doi.org/10.2307/25148670
Keashly, L. (1997). Emotional abuse in the workplace: Conceptual and empirical issues. Journal of Emotional Abuse, 1(1), 85-117.
https://doi.org/10.1300/J135v01n01_05
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, 512-519.
https://doi.org/10.1016/j.jrp.2010.06.004
Khalid, K., & Aftab, S. (2024). Exploitative Leadership and Vertical Knowledge Withholding: Examining Multiple Mediational Effects. Sage Open, 14(2).
https://doi.org/10.1177/21582440241238615
Khalid, M., Bashir, S., Khan, A. K., & Abbas, N. (2018). When and how abusive supervision leads to knowledge hiding behaviors. Leadership & Organization Development Journal, 39(6), 794-806.
https://doi.org/10.1108/LODJ-05-2017-0140
Lewicki, R. J., & Bunker, B. B. (1996). Developing and maintaining trust in work relationships. Trust in organizations: Frontiers of theory and research, 114(139), 30. http://dx.doi.org/10.4135/9781452243610.n7
Lewicki, R. J., McAllister, D. J., & Bies, R. J. (1998). Trust and distrust: New relationships and realities. The Academy of Management Review, 23(3), 438-458.
https://doi.org/10.2307/259288
Luhmann, N. (2018). Trust and power. John Wiley & Sons.
https://www.wiley.com/en-gb/Trust+and+Power-p-9781509519453
Majeed, M., & Fatima, T. (2020). Impact of exploitative leadership on psychological distress: A study of nurses. Journal of Nursing Management, 28, 1-12.
https://doi.org/10.1111/jonm.13127
McAllister, D. J. (1995). Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1), 24-59. https://doi.org/10.2307/256727
Michel, J. S., Newness, K., & Duniewicz, K. (2016). How abusive supervision affects workplace deviance: A moderated-mediation examination of aggressiveness and work-related negative affect. Journal of Business and Psychology, 31, 1-22. https://doi.org/10.1007/s10869-015-9400-2
Miller, D. T. (2001). Disrespect and the experience of injustice. Annual Review of Psychology, 52, 527-553. https://doi.org/10.1146/annurev.psych.52.1.527
Molm, L. D. (1997). Coercive Power in Social Exchange. Cambridge University Press.
https://doi.org/DOI: 10.1017/CBO9780511570919
Moore, C., Detert, J. R., Treviño, L. K., Baker, V. L., & Mayer, D. M. (2012). Why employees do bad things: Moral disengagement and unethical organizational behavior. Personnel Psychology, 65(1), 1-48.
https://doi.org/10.1111/j.1744-6570.2011.01237.x
Napier, T. L., & Bryant, E. G. (1980). Attitudes toward outdoor recreation development: An application of social exchange theory. Leisure Sciences, 3(2), 169-187.
https://doi.org/10.1080/01490408009512933
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), 879-903.
https://doi.org/10.1037/0021-9010.88.5.879
Rempel, J. K., Holmes, J. G., & Zanna, M. P. (1985). Trust in close relationships. Journal of Personality and Social Psychology, 49(1), 95-112. https://doi.org/10.1037/0022-3514.49.1.95
Schilling, J. (2009). From ineffectiveness to destruction: A qualitative study on the meaning of negative leadership. Leadership, 5(1), 102-128. https://doi.org/10.1177/1742715008098312
Schmid, E. A., Pircher Verdorfer, A., & Peus, C. (2019). Shedding light on leaders’ self-interest: Theory and measurement of exploitative leadership. Journal of Management, 45(4), 1401-1433. https://doi.org/10.1177/0149206317707810
Schmid, E. A., Pircher Verdorfer, A., & Peus, C. V. (2018). Different Shades-Different Effects? Consequences of Different Types of Destructive Leadership. Front Psychol, 9, 1289. https://doi.org/10.3389/fpsyg.2018.01289
Schoorman, F. D., Mayer, R. C., & Davis, J. H. (2007). An Integrative Model of Organizational Trust: Past, Present, and Future. The Academy of Management Review, 32(2), 344–354. http://www.jstor.org/stable/20159304
Schunk, D. H. (2012). Social cognitive theory. In APA educational psychology handbook, Vol 1: Theories, constructs, and critical issues. (pp. 101-123). American Psychological Association. https://doi.org/10.1037/13273-005
Sitkin, S. B., & Roth, N. L. (1993). Explaining the Limited Effectiveness of Legalistic "Remedies" for Trust/ Distrust. Organization Science, 4(3), 367-392. http://www.jstor.org/stable/2634950
Syed, F., Akhtar, M. W., Kashif, M., & Husnain, M. (2019). Interplay of Exploitative Leadership & Fear of Negative Evaluation on Knowledge Hiding & Outcomes. Academy of Management Proceedings, 2019(1), 17050. https://doi.org/10.5465/AMBPP.2019.152
Syed, F., Naseer, S., Akhtar, M. W., Husnain, M., & Kashif, M. (2021). Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors. Journal of Knowledge Management, 25(8), 2067-2087. https://doi.org/10.1108/JKM-11-2019-0611
Syed, F., Akhtar, M. W., Muhammad Kashif, M., & Mudassir , M.(2019). Interplay of Exploitative Leadership & Fear of Negative Evaluation on Knowledge Hiding & Outcomes. Proceedings. https://doi.org/10.5465/AMBPP.2019.152
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43, 178-190. https://doi.org/10.2307/1556375
Tepper, B. J., Simon, L., & Park, H. M. (2017). Abusive supervision. Annual Review of Organizational Psychology and Organizational Behavior, 4, 123-152. https://doi.org/10.1146/annurev-orgpsych-041015-062539
Thibaut, J. W., & Kelley, H. H. (1959). The social psychology of groups. John Wiley. https://doi.org/10.4324/9781315135007
Uhl-Bien, M., & Maslyn, J. M. (2003). Reciprocity in manager-subordinate relationships: Components, configurations, and outcomes. Journal of Management, 29(4), 511-532. https://doi.org/10.1016/S0149-2063(03)00023-0
Valle, M., Kacmar, K. M., Zivnuska, S., & Harting, T. (2019). Abusive supervision, leader-member exchange, and moral disengagement: A moderated-mediation model of organizational deviance. J Soc Psychol, 159(3), 299-312. https://doi.org/10.1080/00224545.2018.1466776
Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20(2), 115-131. https://doi.org/https://doi.org/10.1016/j.hrmr.2009.10.001
Wang, J., Tian, S., Wang, Y., Guo, Y., Wei, X., Zhou, X., & Zhang, Y. (2023). The Relationship Between Perceptions of Leader Hypocrisy and Employees’ Knowledge Hiding Behaviors: Testing a Moderated Mediation Model. Psychology Research and Behavior Management, 16, 133–147. https://doi.org/10.2147/PRBM.S381364
Ye, Y., Lyu, Y., Wu, L. Z., & Kwan, H. K. (2022). Exploitative leadership and service sabotage. Annals of Tourism Research, 95, 103444.
https://doi.org/10.1016/j.annals.2022.103444
Ye, Y., Chen, M., Wu, L.-Z., & Kwan, H. K. (2023). Why do they slack off in teamwork? Understanding frontline hospitality employees’ social loafing when faced with exploitative leadership. International Journal of Hospitality Management, 109, 103420. https://doi.org/10.1016/j.ijhm.2022.103420
Zhang, P., Li, S., Liu, W., Han, Y., & Muhammad, N. A. (2018). Exploring the role of moral disengagement in the link between perceived narcissistic supervision and employees' organizational deviance: A moderated mediation model. Asian Journal of Social Psychology, 21(4), 223-236. https://doi.org/https://doi.org/10.1111/ajsp.12323