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| 對領導者好、對部屬卻不好：以經驗取樣法探討領導者-部屬對偶情境之工作與家庭衝突及智慧型手機使用 |
| It Helps Leaders, but Harms Followers: An Experience Sampling Study of Work-family Interference and Smartphone Use in Leader-follower Dyads |
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| 本研究採資源消耗理論及工作-家庭疆界理論，驗證領導者知覺每日家庭-工作衝突與每日下班後手機公務使用之正向關係，同時，也驗證領導者每日下班後手機公務使用行為，是否會調節部屬每日下班後手機公務使用行為、每日下班後之工作投入、及每日知覺工作-家庭衝突之正向中介關係。本研究以經驗取樣法驗證此跨層次模型，進行為期10天之研究，研究樣本為來自129位領導者之2071筆每日資料，及335位部屬之8536筆每日資料。研究結果發現，領導者知覺每日家庭-工作衝突會正向影響其下班後手機公務使用行為。此外，本研究之跨層次模型也驗證領導者在下班後手機公務使用行為，會正向強化部屬下班後手機公務使用行為、部屬下班後工作投入、及部屬每日知覺工作-家庭衝突之正向中介關係。本研究也討論相關理論與實務意涵。 |
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| 工作-家庭衝突、家庭-工作衝突、智慧型手機使用、工作投入 |
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| Using resource drain theory and work-family border theory, this study examines whether leaders’ daily family-work conflict (FWC) is related to their daily work-related smartphone use after work. It also examines how leaders’ smartphone use behavior strengthens the relationship between followers’ daily work-related smartphone use after work, daily work engagement after work, and daily work-family conflict (WFC). We tested our multilevel model through an experience sampling study over 10 days. In a sample of over 2071 observations for 129 leaders, and 8536 observations for 335 followers employed across a variety of occupations, we found support for our prediction that leaders’ reaction to FWC is to use work-related smartphones after work to compensate for their absence during normal working hours. Furthermore, the multilevel modeling results suggest that leader daily work-related smartphone use, a means of coping with their FWC problem, strengthened the positive impact of followers’ daily work-related smartphone use on daily work engagement after work, which in turn had a ripple effect on follower’s WFC. Theoretical and practical implications are discussed. |
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| work-family conflict, family-work conflict, smartphone use, work engagement after work |
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