none

• Main Authors: Wei-Hua Lin, 林蔚華
• Other Authors: Wen-Jeng Lin
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/s8c7hx

碩士 === 國立中央大學 === 人力資源管理研究所在職專班 === 106 === With the changes of the global environment, intensified contradictions are becoming more frequent. Previous studies have mostly focused on leaders' leadership styles. This study believes that followers' attitudes are also important. The concept of a paradox is derived from the theory of Yin and Yang in Chinese culture, that states a connection of two opposite principles in nature and human affairs, including heaven and earth, day and night, and so on. They are not only opposite but depend on each other. In organization, leadership and followership, it seems to be that opposites must also rely on each other. This study mainly discusses the relationship between the four factors of transformational leadership, the two factors of transactional leadership and the contextual performance, with paradoxical followership behavior serving as a mediator. The research results are supported by reliability analysis, correlation and regression analysis. The critical findings of this thesis are as following： - Both transformational leadership and transactional leadership have a significantly more positive effect on contextual performance. - Both transformational leadership and transactional leadership have a significantly more positive effect on paradoxical followership behavior. - Paradoxical followership behavior has a significantly more positive effect on contextual performance behavior. - Paradoxical followership behavior serves as the full mediator between transformational leadership and contextual performance. - Paradoxical followership behavior serves as the partial mediator between transformational leadership and contextual performance. Results may be used in the measurement of human resource management, in things such as talent selection and internal promotion system, as well as for employee training activities. Identification and internalization of the paradoxical followership behavior will be strengthened, which will create an organizational atmosphere of harmony and maximize the influence of contextual performance behavior.