工作上有各式各樣的領導風格，在傳統文化的脈絡下，時常可見家長式領導，其中的威權領導在過往的文獻中被提及其負面的影響，這樣的領導風格不僅限於東方文化，亦被證實存在於其他文化地區。本篇研究嘗試透過離職傾向來探討威權領導的負面效果，並以心理資本及工作價值觀這二個變項來檢視是否分別對於此負面效果有調節的作用，心理資本為正向心理學，個人的工作價值觀為對於不同工作面向的標準，同時比較不同世代間是否具有差異性。
不同世代共合計蒐集683份樣本進行分析，X世代樣本為380份，Y世代樣本為303份，研究結論發現：
一、威權領導與離職傾向有正向影響，不論X世代或Y世代。
二、心理資本對於威權領導對離職傾向的正向影響無調節作用，二個世代的結果相同。
三、X世代的工作價值觀對於威權領導對離職傾向的正向影響有負向調節效果。
四、Y世代的工作價值觀對於威權領導對離職傾向的正向影響無調節效果。
於研究結果章節的最後一節探索工作價值觀子構面，以了解哪些X世代及Y世代的工作價值觀子構面具調節作用，並在最終章節進行研究結果與實務建議的討論及研究限制說明。

There are various leadership styles at work. Paternalistic leadership was discussed to be regular in the context of traditional culture. Under the category of paternalistic leadership, previous literatures mentioned authoritarian leadership as having negative effects. The leadership style is not limited to Eastern culture, and it has been proved to exist in other cultural areas. This study attempts to explore the negative effects of authoritarian leadership on turnover intention. In addition, psychological capital and work values are chosen to examine whether they have moderating effects on the negative effect of authoritarian leadership on turnover intention respectively. Psychological capital is positive psychology and personal work values are standards for different work aspects. Meanwhile, differences between two generations are compared.
A total of 683 samples from different generations were collected for analysis, with 380 samples from Generation X and 303 samples from Generation Y. The study concluded that:
1. Authoritarian leadership has a positive impact on turnover intention, regardless of Generation X or Generation Y.
2. Psychological capital has no moderating effect on the positive impact of authoritarian leadership on turnover intention, and the results of the two generations are the same.
3. Generation X’s work values have a negative moderating effect on the positive impact of authoritarian leadership on turnover intention.
4. Generation Y’s work values have no moderating effect on the positive impact of authoritarian leadership on turnover intention.
In the chapter of research results, last section, the sub-constructs of work values are explored to understand which work values’ sub-constructs of Generation X and Generation Y have moderating effects. In the final chapter, study results and managerial implications are discussed and study’s limitations are explained.

論文審定書 i
誌　謝 ii
摘　要 iii
Abstract iv
目　錄 v
圖　次 vii
表　次 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 4
第二章 文獻探討 5
第一節 威權領導 5
第二節 離職傾向 6
第三節 心理資本 7
第四節 工作價值觀 10
第三章 研究方法 14
第一節 研究架構與假設 14
第二節 研究樣本 15
第三節 問卷程序 15
第四節 研究工具 22
第五節 資料分析方法 29
第四章 研究結果 32
第一節 各變項之現況分析 32
第二節 各變項之人口統計變項差異分析 34
第三節 共同方法變異 37
第四節 各變項之相關分析 38
第五節 驗證性因素分析 41
第六節 主效果階層迴歸分析 42
第七節 調節效果階層迴歸分析 47
第八節 進一步探討工作價值觀子構面 54
第五章 討論與建議 60
第一節 研究發現與討論 60
第二節 實務管理意涵 61
第三節 研究限制與未來研究建議 62
參考文獻 64
附錄 72
附件一 線上問卷 72
附件二 各變項之人口統計變項差異分析 77

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