本研究旨在探討領導者情緒智商對Z 世代員工組織認同、安靜離職行為與離職意圖的影響，並分析共鳴領導力在其中的中介作用。通過對151 位主管及204 位Z 世代員工的數據分析，研究發現領導者的情緒智商顯著影響共鳴領導力，而共鳴領導力在情緒智商與員工組織認同、安靜離職行為及離職意圖之間起到了重要的中介作用。具體而言，領導者的情緒智商通過提升共鳴領導力，進一步增強了員工的組織認同感，減少了安靜離職行為和離職意圖。這些發現不僅豐富了情緒智商與領導力研究的理論基礎，同時也針對Z 世代員工的實際管理提供了重要的參考建議，幫助組織透過提升領導者的情緒智商與共鳴領導力來改善員工的工作態度與行為。

This study aims to investigate the impact of leaders' emotional intelligence on organizational identification, quiet quitting behavior, and turnover intention among Generation Z employees, with a focus on the mediating role of resonant leadership. Analyzing data from 151 leaders and 204 Generation Z employees, the study finds that leaders' emotional intelligence significantly influences resonant leadership, which in turn plays a crucial mediating role between emotional intelligence and employees' organizational identification, quiet quitting behavior, and turnover intention. Specifically, leaders' emotional intelligence enhances resonant leadership, which subsequently increases employees' organizational identification and reduces quiet quitting behavior and turnover intention. These findings not only enrich the theoretical foundation of emotional intelligence and leadership studies but also provide practical managerial implications. Organizations can improve employees' work attitudes and behaviors, particularly among Generation Z employees, by enhancing leaders' emotional intelligence and resonant leadership.

論文審定 i
中文摘要 ii
Abstract iii
Chapter 1. Introduction 1
1.1 Research Background and Motivation 1
1.2 Research Gap and Research Questions 3
1.3 Research Scope 5
1.4 Thesis Structure 6
Chapter 2. Literature Review 7
2.1 Definitions 7
2.1.1 Generation Z in the Workplace 7
2.1.2 Emotional Intelligence (EI) 9
2.1.3 Turnover Intention 13
2.1.4 Quiet Quitting 16
2.1.5 Organizational Identification 18
2.1.6 Resonant Leadership 21
2.2 Theoretical Background and Hypothesis Development 23
2.2.1 Leaders' Emotional Intelligence and Generation Z Employee Outcomes 24
2.2.2 Leaders' Emotional Intelligence and Resonant Leadership 28
2.2.3 Mediating Role of Resonant Leadership 30
Chapter 3. Research Methods 34
3.1 Research Design 34
3.2 Participants/Sample 34
3.3 Measures 40
3.3.1 Leaders' Emotional Intelligence 40
3.3.2 Resonant Leadership 41
3.3.3 Organizational Identification 42
3.3.4 Turnover Intention 42
3.3.5 Quiet Quitting Behavior 43
3.4 Validity 43
3.4.1 Dual Data Sources 43
3.4.2 Temporal Separation in Data Collection 44
Chapter 4. Results 45
4.1 Discriminant Validity 45
4.2 Second Order Factor – Reliability and Validity 47
4.3 Descriptive Statistics and Correlations 48
4.4 Path Coefficients and Hypotheses Testing 50
4.5 Indirect Effects 51
4.6 Total Effects 53
4.7 Quality Criteria 54
4.8 Summary of Results 56
Chapter 5. Discussion and Conclusion 57
5.1 Findings 57
5.2 Theoretical Contribution 58
5.3 Practical Implications 59
5.4 Limitations and Future Directions 60
5.5 Conclusion 61
References 63

List of Figures
Figure 1: Theoretical Framework 33

List of Tables
Table 1: Demographic Background 37
Table 2: Fornell-Larcker Criterion 45
Table 3: Second Order Factor – Reliability and Validity 47
Table 4: Descriptive Statistics 49
Table 5: Correlations 50
Table 6: Path Coefficients 50
Table 7: Indirect Effects 51
Table 8: Total Effects 53
Table 9: R-Square and Adjusted R-Square 54
Table 10: F-Square 54

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