本研究從部屬觀點出發，從員工與直屬主管之間的日常行為中探討個人主管適配是如何在部屬認知中形成、內化；以及這份與關係如何對主管所實施的教練式領導行為成效產生影響。個人主管適配是一個衡量員工與主管之間綜合性的合適程度；而教練式領導行為是近年來組織發展策略常見的一種員工訓練發展方式，目的為促進部屬職能以及促進工作表現。本研究使用質性研究設計，以深度訪談方式對十五位台灣工作者進行一對一對談，再使用主題式分析方法分析文本資料。
本研究主要有三個結果發現，第一、部屬對於個人主管適配有多種的解釋，從分析資料中整理出六個人主管適配形成因子分類，以及五個主管部屬的個人主管適配感知項目。第二、個人主管適配感知較佳的員工，仍有可能在主管所實施之教練式領導行為反應效果不佳。第三、個人主管適配感知不佳的員工，也有可能在主管所實施之教練式領導行為中有好的成效。本研究之學術結果連結個人主管適配以及教練式領導行為品質，部屬在個性、價值觀、工作方式等面向之主管適配感知一致並不能完全對教練式領導行為品質帶來較好的效果。研究資料的分析和呈現在理論及實務上的解釋皆有討論。

The study explored person-supervisor fit (P-S fit) from the employee’s perspective. The study aimed to investigate how employees perceive the relationship, how they assess the coaching relationship, and links between the two. P-S fit is a general perception of compatibility between employee and supervisor. Managerial coaching is an organizational development strategy initiated by a direct supervisor usually used to improve employees’ work competencies and achieve higher work performance. The study applied a qualitative approach to explore perceptions of P-S fit formation and how this is believed to have an impact on the quality of managerial coaching. Data were collected from 15 Taiwanese working adults via in-depth interviews. Thematic analysis was used to identify three main themes from transcript data. Firstly, employees described different explanations of how their P-S fit formed. 6 influential factors and 5 main P-S fit perceptions were identified to illustrate the formation of employees’ P-S fit. Second, evidence was found to suggest that high quality perceptions of P-S fit can coexist with perceptions of poor coaching quality. Conversely, the third theme showed that it is also possible that employees perceive a lower quality P-S fit, but interpret a high level of effectiveness in coaching from their supervisor. These findings highlight a disconnection between P-S fit and coaching effectiveness, suggesting that perceptions of coaching quality may not depend on the subordinates’ perceptions of congruence, regarding facets of P-S fit such as personality, values and work style.  Interpretations of the data and both theoretical and practical implications are discussed.

審定書+i
Acknowledgement+ii
中文摘要+iii
Abstract+iv
Chapter 1. Introduction+1
Chapter 2. Literature Review 5
2.1 Causes of P-S Fit +5
2.1.1 The Five Main Categories of P-S Fit:+6
2.1.2 Summary: Causes of P-S Fit+12
2.2 Effect of P-S fit on Employee Coaching+13
Chapter 3. Research Methodology+17
3.1 Research Approach+17
3.5 Data Analysis+25
3.6 Ethics of the Research+26
3.7 In the Conversation+27
Chapter 4. Analytical Procedure+29
4.1 Participants’ Characteristics+29
4.2 Phase I: Transcription+32
4.3 Phase II: Initial Coding+32
4.4 Phase III: Searching for Themes+34
4.5 Phase IV: Mapping Themes+34
4.6 Phase V: Defining Categories and Naming+36
Chapter 5. Findings and Discussion+37
5.1 Causes of P-S fit+37
5.1.1 Quality of Communication+39
5.1.2 Personality of Supervisor+40
5.1.3 Leadership Style+42
5.1.4 Supervisor’s Role Behavior+44
5.1.5 Supervisor’s Work Competencies+45
5.1.6 Critical Issues+47
5.2 Employees’ Perceptions of P-S Fit+48
5.2.1 Comparison+50
5.2.2 Role Identity Justification+52
5.2.3 Supervisors’ Credibility+54
5.2.4 Trust in Supervisor+55
5.2.5 Moral Judgement+56
5.3 Summary of P-S Fit Formation+58
5.4 Summary of Employees’ Perception of P-S Fit+63
5.5 Discussion of the Study+68
Chapter 6. Conclusion+72
6.1 Contribution of the Study+72
6.2 Practical and Managerial Implications+74
6.3 Limitations and Recommendations for Future Research+76
References+78
Chinese Reference+94
Appendix 1: Participants’ Information Collection Document +95
Appendix 2: Participants’ Informed Consent Form +96
Appendix 3: List of Code Words – P-S Fit Factors+97
Appendix 4: List of Code Words – Employee’s P-S Fit Perceptions+98
Appendix 5: An example of Part Transcript and Initial Coding Words (E11, f, 28)+99

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