Abstract

The purpose of this research was to investigate the effects of (a) work value congruency between supervisors and their subordinates, and (b) supervisors' leadership behaviors on (c) subordinates' job stress, organizational commitment and organizational citizenship behavior, respectively. In addition, the researcher also tried to explore whether job stress has a significant moderating effect on the relationship between supervisors' leadership behaviors and subordinates' job effectiveness.
In total, 604 employees from 44 Taiwanese private enterprises were surveyed. The major research findings were:
(1)The terminal work value on which these employees placed the greatest importance were "harmonious interpersonal relations" and "the stability and security of life", which were followed by "intrinsic rewards" (including "a sense of self-growth", "a sense od accomplishment", "self-esteem"...etc.), "group interests"(including "the interests of the society" and "the development of the nation"), and "extrinsic rewards" (including "wealth", "power" and "social recognition");
(2)The instrumental work values on which the employees placed the greatest importance were " responsible", "trustworthy", "efficient", followed by "cooperative", "loyal", "rational", "self-controlled,...etc. Finally, the employees ranked "courteous", "obedient", "frugal" and "respect for the tradition" as the least important instrumental work values;
(3)The more the employees placed the importance on the work value, the higher their organizational commitment was, and the more likely they performed organizational citizenship behaviors. Furthermore, the lower the supervisor-subordinate work value congruency, the higher the subordinates' job stress, and the lower the subordinates' organizational commitment and organizational citizenship behaviors;
(4)The more the supervisors placed the importance on "consideration" and "initiating structure", the more likely the subordinates performed organizational citizenship behaviors. Also, subordinates' organizational commitment had positive relationship with supervisors' "consideration", whereas it had nonsignificant relationship with supervisors' "initiating structure". In addition, supervisors' "consideration" had higher predictive validity than "initiating structure" with regard to both subordinates' organizational commitment and organizational citizenship behaviors;
(5)The subordinates' job stress had no moderating effect on the relationships between the supervisors' leader behaviors and the subordinates' organizational commitment. But, the subordinates' job stress had significant moderating effects on the relationship between the supervisors' leader behaviors and the subordinates' organizational citizenship behaviors. Furthermore, the subordinates' job stress had significant moderating effects on the relationships between the supervisors' "initiating structure" and the subordinates' organizational citizenship behaviors, whereas the subordinates' job stress had no significant moderating effect on the relationships between the supervisors' "consideration" and the subordinates' organizational citizenship behaviors.