不當督導一直是企業普遍想要消弭的主管負向領導行為，過去的研究大多聚焦在探討不當督導的後果變項，雖然近幾年開始轉為探討不當督導的前因，但卻很少研究對於主管從事不當督導的動機加以釐清。因此，本研究從Tepper等人在2012年提出的冷動機、熱動機觀點切入，探討主管基於三種冷動機而行使不當督導時，是否會為部屬帶來不同的影響效果，並將三種冷動機作為調節變項，檢驗不同動機對於不同後果變項帶來的干擾效果。本研究採取經驗抽樣法且為每日研究，分為一次性資料與每日資料兩階段進行。總共發放給92位主管填寫，獲得69位主管回覆，透過讓主管連續填答10個工作日，共計得到491筆的每日資料，其中有158筆是當日有從事不當督導行為。經由Mplus分析結果指出，主管基於使部屬順服的動機從事不當督導，可以協助改善部屬的任務績效；主管基於印象管理的動機從事不當督導對於部屬知覺主管的領導效能並沒有影響；而主管基於糾正不公平的動機從事不當督導，也會降低部屬從事組織面反生產力工作行為的程度。本研究依此結論提出管理意涵及建議以供未來後續研究的參考。

Abusive supervision has been the negative leadership behaviors of managers that companies try to eliminate. Past studies have mostly focused on investigating the consequences of abusive supervision. Although studies have turned to investigate the cause of abusive supervision in recent years, there are no studies to clarify the motivation of abusive supervision. Therefore, this study cuts into the viewpoints of cold motives and hot motives proposed by Tepper et al. on 2012, and discusses whether supervisors who exert abusive supervision based on three types of cold motives will have different influence effects on subordinates or not. Also, three types of cold motives are regarded as moderating variables to test the effect of different motivations on different consequence variables. This study adopts an empirical sampling method and this study is a daily study. It is divided into one-time data and daily data separately. Researchers issued the link of questionnaires to 92 supervisors and got 69 responses in return. By having supervisors fill out ten working days in a row, a total of 491 daily data were obtained, of which 158 conducted the behavior of abusive supervision during the day. According to the results of M-plus analysis, based on the motive of controlling subordinates, supervisor who conduct the behavior of abusive supervision can improve subordinates’ task performance; based on the motive of managing impression, there are no effect between the behavior of abusive supervision and subordinate perceiving leadership effectiveness; based on the motive of redressing injustice, supervisors who exert the behavior of abusive supervision can reduce the extent to which subordinates engage in organizational counter-productivity work behavior. According this conclusion, this study proposes management implications and recommendations for future reference.

論文審定書............................................................................................................................i
誌謝.......................................................................................................................................ii
摘要.......................................................................................................................................iii
英文摘要................................................................................................................................iv
目錄.......................................................................................................................................v
圖次.......................................................................................................................................vii
表次.......................................................................................................................................vii
第一章 緒論.......................................................................................................................1
第二章 文獻探討與假設推導..............................................................................................5
第一節 不當督導之定義........................................................................................................5
第二節 主管為何從事不當督導? 冷動機、熱動機的觀點.......................................................6
第三節 不當督導對於部屬任務績效改善之影響：以使部屬順從動機作為干擾
變項................................................................................................................................7
第四節 不當督導對於知覺主管領導效能之影響：以印象管理動機作為干擾變
項....................................................................................................................................8
第五節 不當督導對於反生產力工作行為之影響：以糾正不公平動機作為干擾
變項................................................................................................................................9
第三章 研究方法.................................................................................................................11
第一節 研究架構....................................................................................................................11
第二節 研究樣本與問卷發放程序...........................................................................................11
第三節 研究工具....................................................................................................................15
第四節 資料分析方式.............................................................................................................19
第四章 研究結果.................................................................................................................20
第一節 敘述性統計與相關係數表...........................................................................................20
第二節 驗證性因素分析..........................................................................................................22
第三節 假設檢定.....................................................................................................................23
第四節 額外分析.....................................................................................................................26
第五章 結論與建議..............................................................................................................28
第一節 研究結論.....................................................................................................................28
第二節 理論貢獻.....................................................................................................................29
第三節 管理意涵.....................................................................................................................30
第四節 研究限制與未來建議...................................................................................................32
參考文獻..................................................................................................................................34
一、 中文部分..........................................................................................................................34
二、 英文部分..........................................................................................................................34
附錄一、一次性研究問卷.........................................................................................................41
附錄二、每日研究問卷.............................................................................................................44

一、 中文部分
吳宗祐（2008）。由不當督導到情緒耗竭：部屬正義知覺與情緒勞動的中介效果。中華心理學刊，50(2)，201-221。
汪美伶、李俊賢（2017）。急性子主管不好嗎?主管時間緊迫性格對不當督導之影響。人力資源管理學報，17(1)，35-58。
胡昌亞、鄭瑩妮（2014）。不當督導研究回顧與前瞻。中華心理學刊，56(2)，191-214。
徐瑋伶、鄭伯壎（2004）。績效知覺、領導範型契合度與領導效能的關係。中華心理學刊，46(1)，75-89。
鄭仁偉，陳春希，袁梅玲，李姿瑩（2012）。不當督導、印象管理與退卻行為之研究表-表層演出與深層演出的中介效果。輔仁管理評論，19(2)，1-27。

二、 英文部分
Atwater, l. e., & yammarino, F. J. (1992) Does self-other agreement on leadership
perceptions moderate the validity of leadership and performance predictions? Personnel Psychology, 45, 141-164.
Aquino, K., Lewis, M. U., & Bradfield, M. (1999). Justice constructs, negative affectivity,
and employee deviance: A proposed model and empirical test. Journal of Organizational Behavior, 1073-1091.
Aquino, K., & Douglas, S. (2003). Identity threat and antisocial behavior in
organizations: The moderating effects of individual differences, aggressive modeling, and hierarchical status. Organizational Behavior and Human Decision Processes, 90(1), 195-208.
Bass, B. M. 1990. From transactional to transformational leadership: Learning to share the
vision. Organizational Dynamics, 18: 19–31.
Bies, R. J., & Tripp, T. M. (1996). Beyond distrust. Trust in organizations, 246-260.
Bradfield, M., & Aquino, K. (1999). The effects of blame attributions and offender
likableness on forgiveness and revenge in the workplace. Journal of management, 25(5), 607-631.
Baumeister, R. F., Bratslavsky, E., Muraven, M., & Tice, D. M. 1998. Ego depletion: Is the
active self a limited resource? Journal of Personality and Social Psy- chology, 74: 1252–1265.
Baumeister, R. F., & Heatherton, T. F. 1996. Self-regulation failure: An overview.
Psychological Inquiry, 7: 1–15.
Baumeister, R. F., & Vohs, K. D. 2007. Self-regulation, ego depletion, and motivation. Social
and Personality Psychology Compass, 1: 115–128.
Chen S. C., Liu. N. T., Tsai. M. J., Liu. Y. C (2018). The Impacts of Abusive
Supervision on Subordinates’ Supervisor-directed Deviance: The Moderating Effect of Coping Strategies and the Mediating Effect of LMX. Journal of Management & Systems, 25(2), 115-143. DOI: 10.29416/JMS.201804_25(2).0001
Courtright, S. H., Gardner, R. G., Smith, T. A., McCormick, B. W., & Colbert, A. E.
(2016). My family made me do it: A cross-domain, self-regulatory perspective on antecedents to abusive supervision. Academy of Management Journal, 59(5), 1630-1652.
Detert, J. R., Treviño, L. K., Burris, E. R., & Andiappan, M. (2007). Managerial modes of
influence and counterproductivity in organizations: A longitudinal business-unit-level investigation. Journal of Applied Psychology, 92(4), 993.
Dosier, L., Case, T, & Keys, B. (1988). How managers influence subordinates: An
empirical study of downward influence tactics. Leadership and Organizational Development Journal, 9(5), 22-28.
Dussault, M., Frenette, É., & Fernet, C. (2013). Leadership: Validation of a self-report scale.
Psychological reports, 112(2), 419-436.
Erez, M., Rim, Y, & Keider, I. (1986). The two sides of the tactics of influence: Agent vs.
target. Journal of Occupational Psychology, 59, 25-39.
Grasmick, H. G., & Kobayashi, E. (2002). Workplace deviance in Japan: Applying an
extended model of deterrence. Deviant Behavior, 23(1), 21-43.
Hoobler, J. M. (2002). Abusive supervision in the workplace: A restorative justice
perspective (Doctoral dissertation, University of Kentucky).
Harris, K. J., Kacmar, K. M., & Zivnuska, S. 2007. An investigation of abusive supervision as
a predictor of performance and the meaning of work as a moderator of the relationship. The Leadership Quarterly, 18: 252-263.

Hollinger, R. C., & Clark, J. P. 1983. Theft by employees. Lexington, MA: Lexington
Books.

Haggard, D. L., Robert, C., & Rose, A. J. (2011). Co-rumination in the workplace:
Adjustment trade-offs for men and women who engage in excessive discussions of workplace problems. Journal of Business and Psychology, 26, 27–40.
Hershcovis, M. S. (2011). “Incivility, social undermining, bullying… oh my!”: A call to
reconcile constructs within workplace aggression research. Journal of Organizational Behavior, 32(3), 499-519.
Jones, E. E., & Pittman, T S. (1982). Toward a general theory of strategic self-
presentation. In J. Suls (Ed.), Psychological perspectives of the self (pp. 231-261). Hillsdale, NJ: Eribaum.

Keashly, L. (1998). Theoretical propositions are derived from researchers’ definitions of abuse
and examined with respect to workplace abuse research and. Journal of Emotional Abuse, 101.
Keashly, L., Trott, V., & MacLean, L. M. (1994). Abusive behavior in the workplace: A
preliminary investigation. Violence and victims, 9(4), 341.
Keys, B., Case, T., Miller, T., Curran, K. E., & Jones, C. (1987). Lateral influence
tactics in organizations. International Journal of Management, 4(3), 425-431.
Kelloway, E. K., Sivanathan, N., Francis, L., & Barling, J. (2005). Poor leadership. Handbook
of work stress, 89-112.
Kipnis, D, Schmidt, S. M., & Wilkinson, I. (1980). Intra-organizational influence tactics:
Explorations in getting one's way. Journal of Applied Psychology, 65, 440-452.
Lerner, M. J. (1980). The belief in a just world. In The Belief in a just World (pp. 9-30).
Springer, Boston, MA.
Lam, C. K., Walter, F., & Huang, X. (2017). Supervisors' emotional exhaustion and
abusive supervision: The moderating roles of perceived subordinate performance and supervisor self-monitoring. Journal of Organizational Behavior, 38(8), 1151-1166.
Lennox, R. D., & Wolfe, R. N. (1984). Revision of the self-monitoring scale. Journal of
Personality and Social Psychology, 46(6), 1349-1364.
Lewis, M. A., & Neighbors, C. (2005). Self-determination and the use of self-
presentation strategies. The Journal of Social Psychology, 145(4), 469-490.
Liang, L. H., Lian, H., Brown, D. J., Ferris, D. L., Hanig, S., & Keeping, L. M. (2016).
Why are abusive supervisors abusive? A dual-system self-control model. Academy of Management Journal, 59(4), 1385-1406.
Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance:
The role of affect and cognitions. Journal of applied psychology, 87(1), 131.
Mackey, J. D., Frieder, R. E., Brees, J. R., & Martinko, M. J. (2015). Abusive
supervision: A meta-analysis and empirical review. Journal of Management, 43(6), 1940-1965.
Marcus, B., Taylor, O. A., Hastings, S. E., Sturm, A., & Weigelt, O. (2016). The
structure of counterproductive work behavior: A review, a structural meta-analysis, and a primary study. Journal of Management, 42(1), 203-233.
Mawritz, M. B., Greenbaum, R. L., Butts, M. M., & Graham, K. A. (2017). I just can’t
control myself: A self-regulation perspective on the abuse of deviant employees. Academy of Management Journal, 60(4), 1482-1503.
Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace
deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92(4), 1159.
Mowday, R. T. (1978). The exercise of upward influence in organizations. Administrative
Science Quarterly, 23, 137-156.
Martinko, M. J., Harvey, P., Brees, J. R., & Mackey, J. (2013). A review of abusive
supervision research. Journal of Organizational Behavior, 34(S1).
Muthén, L. K., & Muthén, B. O. (2007). MPLUS user’s guide (5th ed.,, ). Los Angeles, CA:
Muthén & Muthén.
Nunnally, J. C. (1978). Psychometric theory (2nd ed.). New York: McGraw-Hill.
Nathan A. Bowling & Jesse S. Michel (2011) Why do you treat me badly? The role of
attributions regarding the cause of abuse in subordinates' responses to abusive supervision, Work & Stress, 25:4, 309-320, DOI: 10.1080/02678373.2011.634281
Ping Jr, R. A. (1995). A parsimonious estimating technique for interaction and quadratic
latent variables. Journal of Marketing Research, 336-347.
Qian, J., Song, B., & Wang, B. (2017). Abusive Supervision and Job Dissatisfaction:
The Moderating Effects of Feedback Avoidance and Critical Thinking. Frontiers in psychology, 8, 496.
Rubin, Z., & Peplau, A. 1973. Belief in a just world and reactions to another’s lot: A study of
participants in the National Draft Lottery. Journal of Social Issues, 29: 73-93.
Schmitt, N. (1996). Uses and abuses of coefficient alpha. Psychological assessment, 8(4),
350.
Scott, B. A., Colquitt, J. A., & Paddock, E. L. 2009. An actor-focused model of justice rule
adherence and violation: The role of managerial motives and discretion. Journal of
Applied Psychology, 94: 756-769.
Sulea, C., Fine, S., Fischmann, G., Sava, F. A., & Dumitru, C. (2013). Abusive
supervision and counterproductive work behaviors. Journal of Personnel Psychology.
Scott, B. A., Garza, A. S., Conlon, D. E., & Kim, Y. J. (2014). Why do managers act
fairly in the first place? A daily investigation of “hot” and “cold” motives and discretion. Academy of Management Journal, 57(6), 1571-1591.
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal,
43(2), 178–90.
Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and
research agenda. Journal of management, 33(3), 261-289.
Tepper, B. J., Duffy, M. K., & Breaux-Soignet, D. M. (2012). Abusive supervision as
political activity: Distinguishing impulsive and strategic expressions of downward hostility. In Politics in Organizations: Theory and Research Considerations (pp. 191-212). London, England: Taylor & Francis. DOI: 10.4324/9780203197424
Tepper, B. J., Duffy, M. K., Henle, C. A., & Lambert, L. S. (2006). Procedural injustice,
victim precipitation, and abusive supervision. Personnel Psychology, 59: 101-123.

Tepper, B. J., Duffy, M. K., & Shaw, J. D. (2001). Personality moderators of the relationship
between abusive supervision and subordinates' resistance. Journal of Applied Psychology, 86(5), 974.
Tepper, B. J., Simon, L., & Park, H. M. (2017). Abusive supervision. Annual Review of
Organizational Psychology and Organizational Behavior, 4, 123-152.
Tedeschi, J. T., & Felson, R. B. (1994). Violence, aggression, and coercive actions. American
Psychological Association.
Turnley, W. H., & Bolino, M. C. (2001). Achieving desired images while avoiding
undesired images: exploring the role of self-monitoring in impression management. Journal of applied psychology, 86(2), 351.
Twenge, J. M., Muraven, M., & Tice, D. M. (2004). Measuring state self-control:
Reliability, validity, and correlations with physical and psychological stress. Unpublished manuscript, San Diego State University.
Ünal, A. F., Warren, D. E., & Chen, C. C. (2012). The normative foundations of unethical
supervision in organizations. Journal of Business Ethics, 107(1), 5-19.
Valle, M. (2005). A preliminary model of abusive behavior in organizations. Southern
Business Review, 30(2), 27.
Wang, M., Sinclair, R., & Deese, M. N. (2010). Understanding the causes of destructive
leadership behavior: A dual‐process model. In B. Schyns, & T. Hansbrough (Eds.), When
leadership goes wrong (pp. 49–72). Charlotte, NC: Information Age.
Walter, F., Lam, C. K., van der Vegt, G. S., Huang, X., & Miao, Q. (2015). Abusive
supervision and subordinate performance: Instrumentality considerations in the emergence and consequences of abusive supervision. The Journal of Applied Psychology, 100: 1056–1072.
Wang, L., Restubog, S. L. D., Shao, B., Lu, V., & van Kleef, G. A. (2017). Does anger
expression help or harm leader effectiveness? The role of competence-based versus integrity-based violations and abusive supervision. Academy of Management Journal, (ja).
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational
commitment as predictors of organizational citizenship and in-role behavior. Journal of Management, 17(3), 601–617.
Watson, D., & Clark, L. A. (1984). Negative affectivity: the disposition to experience aversive
emotional states. Psychological bulletin, 96(3), 465.
Watson, D., & Clark, L. A. 1994. The PANAS-X: Manual for the positive and negative affect
schedule – expanded form. Unpublished manuscript, University of Iowa.
Xu, E., Huang, X., Lam, C. K., & Miao, Q. (2012). Abusive supervision and work behaviors:
The mediating role of LMX. Journal of Organizational Behavior, 33: 531-543.

Yukl, G, & Falbe, C. M. (1990). Influence tactics in upward, downward, and lateral influence
attempts. Journal of Applied Psychology, 75, 132-140.

Yukl, G., & Tracey, J. B. (1992). Consequences of influence tactics used with subordinates,
peers, and the boss. Journal of Applied psychology, 77(4), 525.
Zellars, K. L., Tepper, B. J., & Duffy, M. K. (2002). Abusive supervision and subordinates'
organizational citizenship behavior. Journal of Applied Psychology, 87(6), 1068.