鑒於家長式式領導已盛行數十年，發展型家長式領導（DPL）的提出，調和理論與實證之間的矛盾。先前研究主要聚焦於量表的發展，並發現DPL與角色內外工作績效之間存在正向關係。本研究探討了領導者部屬交換關係（LMX）作為DPL與追隨者工作投入和創造性投入之間關係的關鍵中介機制。此外，本研究將國家作為不同文化價值的載體，檢視DPL與LMX之間的調節關係。通過線上問卷數據平台，共收集了289名台灣樣本和237名美國全職工作者樣本。結果顯示了LMX的中介效果，在台灣樣本中，DPL對LMX的效果更強。此外，本研究更進一步揭示了部屬權力距離導向作為調節變項的效果。本文有助於擴展DPL的邏輯關係網絡並凸顯其文化特定性。

Given that paternalistic leadership has prevailed for several decades, developmental-oriented paternalistic leadership (DPL) has emerged to reconcile the contradiction between the theory and empirical evidence. Previous research has primarily focused on scale development and has found a positive relationship between DPL and both in- and extra-role performance. In this study, I investigated leader–member exchange (LMX) as a crucial mediator in the relationship between DPL and two follower engagements (work engagement and creative process engagement). Furthermore, I propose using country as a proxy for culture values to moderate the relationship between DPL and LMX. A sample of 289 followers from Taiwan and 237 from the United States was collected via an online data collection platform. The result indicates that DPL is positively related to two follower engagements and shows a mediation effect of LMX, with DPL showing a stronger effect on LMX in the Taiwan sample. Moreover, the findings were consistently confirmed with power distance orientation as a moderator. This study contributes to the expansion of the nomological network of DPL and highlights its cultural specificity.

論文審定書 i
摘要 ii
Abstract iii
Contents iv
Table of figures v
Table of tables vi
Chapter 1 Introduction 1
Chapter 2 Theory and Hypotheses 7
2.1 Revisiting the Complexity of Combined Paternalistic Control and Paternalistic Care of Classical Paternalistic Leadership 7
2.2 Developmental-Oriented Paternalistic Leadership: The Effect of Integration of Paternalistic Control and Care in the Contexts of Development 10
2.3 LMX and DPL 16
2.4 LMX Mediates the Relationship Between DPL and Work Engagement 18
2.5 LMX Mediates the Relationship Between DPL and Creative Process Engagement 21
2.6 The Moderation Role of Culture Value 23
Chapter 3 Method 27
3.1 Procedure and Sample 27
3.2 Measurement 30
3.3 Analysis Strategy 33
Chapter 4 Result 36
Chapter 5 Discussion 47
Reference 55

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