在現今工作環境與技術要求劇烈改變的情況下，主管可能同時面臨到不同的工作需求與多元的角色定位，因此主管很可能在工作中展現矛盾的情感狀態。「情緒表達矛盾」的定義為個人在短時間內展現兩種對立與衝突的情緒，而在過往工作情感文獻中較少關注主管表達情緒矛盾對部屬工作行為造成的影響。本研究基於情緒即社會訊息理論(emotions-as-social information, EASI; Van Kleef, 2009) 的觀點，探討主管表達情緒矛盾如何透過情緒反應與認知推論路徑影響部屬的創造力或迴避主管行為，並納入領導者成員交換關係做為核心的調節變數。本研究以兩個子研究驗證理論模式（研究一：事件回想法，研究二：244份主管-部屬配對，不同時間點之問卷調查法），結果發現：主管表達情緒矛盾如同雙刃劍一般，一方面會透過增強部屬經歷情緒矛盾和資訊搜尋與編碼，進而提升部屬創造力。此外，當主管和部屬擁有較高品質的交換關係時，主管表達情緒矛盾則會導致部屬更到知覺主管不可預測，進而導致部屬產生認知反芻、最終出現迴避主管的行為。本研究亦針對研究貢獻與管理意涵加以討論。

In today's rapidly changing work environment and technological demands, supervisors often face diverse work requirements and multiple role expectations, which can lead to conflicting emotional states. The definition of "emotional ambivalence expression" refers to the display of two opposing and conflicting emotions within a short period. Previous literature on workplace emotions has rarely focused on the impact of supervisors' expression of emotional ambivalence on subordinates' work behaviors. Based on the emotions-as-social-information (EASI) theory (Van Kleef, 2009), this study investigates how supervisors' expression of emotional ambivalence influences subordinates' creativity or avoidance behavior through emotional response and cognitive inference pathways, with leader-member exchange (LMX) as a core moderating variable.
This study validates the theoretical model through two sub-studies (Study 1: event recall method, Study 2: survey method involving 244 supervisor-subordinate pairs at different time points). The results reveal that supervisors' expression of emotional ambivalence acts like a double-edged sword. On one hand, it enhances subordinates' experience of emotional ambivalence, information searching and encoding, thereby boosting their creativity. Furthermore, when supervisors and subordinates share a high-quality exchange relationship, the supervisors' expression of emotional ambivalence leads to subordinates perceiving the supervisors as unpredictable. This perception, in turn, induces cognitive rumination in subordinates, ultimately resulting in avoidance behavior towards the supervisors. This study also discusses the research contributions and managerial implications.

論文審定書 i
中文摘要 ii
英文摘要 iii
圖次 v
表次 vi
第 一 章 緒 論 1
第 二 章 文 獻 探 討 與 研 究 假 設 5
第一節 情緒表達矛盾的定義與相關研究 5
第二節 主管表達情緒矛盾與部屬經歷情緒矛盾 6
第三節 部屬經歷情緒矛盾與創造力 7
第四節 主管表達情緒矛盾與知覺不可預測性 9
第五節 知覺不可預測性與迴避主管 9
第六節 領導者成員交換關係的調節式中介效果 11
第 三 章 研 究 一 之 方 法 與 結 果 15
第一節 研究總覽 15
第二節 研究樣本與程序 15
第三節 研究工具 16
第四節 研究結果 18
第 四 章 研 究 二 之 方 法 與 結 果 21
第一節 研究樣本與程序 21
第二節 研究工具 22
第三節 資料分析方式 24
第四節 研究結果 25
第 五 章 討 論 與 建 議 33
第一節 研究貢獻與理論意涵 33
第二節 管理實務建議 34
第三節 研究限制與未來研究方向 35

參考文獻 38
附錄 46

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