探討轉換型領導如何提升部屬個人──工作適配：檢驗工作塑造與知覺組織支持的角色

Exploring How Transformational Leadership Enhances Subordinate Person-job fit: The Roles of Job Crafting and Perceived Organizational Support

近年研究指出轉換型領導正向影響個人－－工作適配，然而其影響機制仍有待釐清。本研究以社會交換理論觀點探討轉換型領導是否會透過工作塑造影響個人－－工作適配，以及知覺組織支持對前述關係是否有調節效果，以彌補過去理論不足。本研究以台灣各產業全職工作者為研究對象，進行兩階段問卷調查，共回收213筆資料。研究發現：（a）轉換型領導與工作塑造及個人－－工作適配具有正向關係；（b）工作塑造與個人－－工作適配具有正向關係；（c）轉換型領導會透過工作塑造，提升部屬個人－－工作適配；（d）當知覺組織支持程度高時，相較於低者，轉換型領導與工作塑造間的關係會變更強；（e）當知覺組織支持程度高時，相較於低者，轉換型領導透過工作塑造正向影響個人－－工作適配的間接效果會變更強。最後本研究根據研究結果提出未來理論上及實務上的建議。

Recent research notes that transformational leadership is positively related to person-job fit (P-J fit). However, the mechanism underlying this relationship remains unclear. Based on the social exchange theory, the current study investigates whether job crafting serves a mediating role in this relationship and examines the moderating effect of perceived organizational support (POS) on the direct and indirect effects of transformational leadership on P-J fit. The two-wave data were collected from 213 full-time employees in Taiwan. The results indicated that (a) transformational leadership was positively related to P-J fit and job crafting, (b) job crafting was positively related to P-J fit, (c) job crafting mediated the relationship between transformational leadership and P-J fit, (d) when POS is high (vs. low POS), the positive relationship between transformational leadership and job crafting is stronger, and (e) when POS is high (vs. low POS), the indirect relationship between transformational leadership and P-J fit (via job crafting) is stronger.