面對當代快速變化的內、外在環境，企業除了需要員工能增進現有的工作績效外，亦期待員工能展現超出角色職責的組織公民行為與協助企業改進的建言行為，以協助組織能有效的因應內外環境的變化。現有研究雖已指出轉換型領導確實能提高部屬的組織公民行為、建言行為與工作滿意度；但對強調工作對個人意義的員工而言，因部屬所具備的高使命感而能將個人生命終極意義與工作合而為一，故本研究認為使命感對轉換型領導與非直接績效（組織公民行為、建言行為、工作滿意度）間之關係應會產生調節的作用。
本研究採用問卷調查法，共收集國軍組織中380份主管與部屬配對的對偶問卷，並採用階層迴歸分析從部屬的角度去探討主管轉換型領導對部屬非直接績效（組織公民行為、建言行為、工作滿意度）的影響以及使命感對該關係之調節效果。
研究結果顯示：(1)主管魅力典範對部屬個人導向組織公民行為具有正向影響，轉換型領導對組織導向組織公民行為無顯著影響；(2)相較於魅力典範、智性啟發與個別關懷，鼓舞激勵對部屬組織公民行為並未具有更強的預測效果；(3)主管轉換型領導對部屬促進性建言與抑制性建言無顯著影響；(4)相較於魅力典範、智性啟發、個別關懷，主管鼓舞激勵對部屬建言行為並未具有更強的預測效果；(5)主管魅力典範、鼓舞激勵、個別關懷對部屬工作滿意度有正向影響；(6)主管個別關懷比魅力典範、鼓舞激勵，對部屬工作滿意度具有更強的預測效果；(7)轉換型領導與使命感的交互作用，對轉換型領導與非直接績效（組織公民行為、建言行為與、工作滿意度）均不具調節效果。

In order to survive in contemporary world which the internal and external environment change rapidly, companies need employees to increase not only their performance but show more extra-role behavior, which is organizational citizenship behavior and receive more improvement advises from subordinates, which is voice behavior, so that they can cope with the rapid-changing business environment successfully. Although studies have pointed out that the supervisor’s transformational leadership has a significant positive impact on subordinate’s indirect performances, including organizational citizenship behavior, voice behavior and job satisfaction. However, for employees who have a higher sense of personal meaning calling, they will consider it is hard to separate their ultimate life meaning from job, so we believe that a sense of calling will play an moderate role in the influence of transformational leadership on organizational citizenship behavior, voice behavior and job satisfaction.
The study is conducted with questionnaire to collect 380 dyads (supervisor-subordinate relationship) from Taiwanese military and taken analysis of hierarchical regression.
The results show that (1) the idealized influence of transformational leadership has a significant positive effect on OCB-I, and the transformational leadership has no significant effect on OCB-O; (2) compared to inspirational motivation, intellectual stimulation and individualized consideration, the idealized influence of transformational leadership has more effect on OCB-I;(3) the transformational leadership has no significant effect on both promotive and prohibitive voice behavior; (4) none of idealized influence, intellectual stimulation, inspirational motivation and individualized consideration of transformational leadership have more effect on promotive voice behavior; (5) the idealized influence, inspirational motivation and individualized consideration have a significant positive effect on job satisfaction; (6) compared to idealized influence, intellectual stimulation and inspirational motivation, the individualized consideration of transformational leadership has more effect on job satisfaction; (7) there are no significant interactions of calling between the relationships of transformational leadership and indirect performance (organizational citizenship behavior, voice behavior, and job satisfaction). Finally, the contributions and limitations of this study will be discussed.

論文審定書 i
誌謝…... ii
中文摘要....... iii
英文摘要 iv
表目次... vii
圖目次... 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 轉換型領導 5
第二節 組織公民行為 7
第三節 建言行為 10
第四節 工作滿意度 14
第五節 使命感 16
第六節 使命感對轉換型領導與非直接績效之關係 20
第三章 研究方法 24
第一節 研究架構與假設 24
第二節 研究樣本 26
第三節 研究程序 28
第四節 研究工具 29
第五節 資料收集方式與分析方法 35
第四章 研究結果 37
第一節 各變項間之相關 37
第二節 轉換型領導對組織公民行為、建言行為、工作滿意度之影響 42
第三節 使命感對組織公民行為、建言行為、工作滿意度之交互作用效果 54
第五章 討論與建議 57
第一節 研究結論 57
第二節 結果討論 59
第三節 研究貢獻 63
第四節 研究限制 64
參考文獻 66
附錄一、部屬問卷量表 75
附錄二、主管問卷量表 79

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