隨著市場競爭加劇，組織結構的扁平化，組織必須依靠員工主動執行職務外的一些利他行為，才能讓整個企業組織發揮更大的效能，員工的組織公民行為因而越來越為企業界關注的焦點。組織公民行為是一種獨立的正規獎勵制度之外但與工作有關自發性行為。然而如何啟動員工的組織公民行為，依據心理學場域理論所言，個人的行為會受到內在心理及所處的特定環境的影響，因此，本研究首先探討以工作價值觀作為內在心理變數探討對組織公民行為之影響，其次推論主管家長式領導（威權領導、 仁慈領導、德行領導）調節工作價值觀對組織公民行為之影響。本研究以北區118 位 在職學生為問卷實證調查對象，透過迴歸分析結果，工作價值觀構面之中以「個人變 通」能夠顯著地影響員工之「協助同事」和「公私分明」之組織公民行為。另外，「社 會服務」價值觀對「協助同事」之組織公民行為呈現正向的顯著影響。此外，主管高 威權領導情況之下，其在職者的「社會服務」工作價值觀對於組織公民行為於「不生 事爭利」構面皆呈現顯著正向之影響。而高仁慈領導情況下在職者的「理想價值」工 作價值觀對組織公民行為於「公私分明」的構面呈現正向顯著；低仁慈領導之下，在 職者的「名利價值」工作價值觀對於組織公民行為於「公私分明」、「不生事爭利」構 面皆呈現顯著負向之影響。高德性領導之下，其在職者的「名利價值」工作價值觀對 於組織公民行為於「認同組織」構面皆呈現顯著正向之影響，最後研究者依據實證結 果提出管理建議供企業主管參考。

To survive in a dynamic business environment, organizations have invested tremendous resources in their employees to reduce costs and gain a competitive advantage. Studies have found a relationship between organizational performance and organizational citizenship behavior (OCB). OCB is work-related behavior that is independent of the formal reward system but that promotes effective functioning in the organization. However, work values, manifested in work attitudes and behaviors, must drive such effectiveness. Consequently, a shift in work values may be the cause of a high turnover rate, a lack of professional knowledge or skills, and so on. On the other hand, leadership styles (i.e., the combination of separate, distinct behaviors) may, in turn, affect employee work values by modifying the organization’s reward and sanction system. Because OCB operates independently from the effects of the explicit reward system, the factors that contribute to OCB must be implicit, such as those related to leadership styles. This study first explored the relationship between employee work values and OCB and then explored the effect of different leadership styles on OCB, focusing specifically on the mediating effect of paternalistic leadership behaviors. Questionnaires were administered to 118 subjects who were randomly selected from job-holding students enrolled in an evening continuing education program. The results showed a linkage between work values and OCB; in particular, the results revealed the following: (a) placing a value on ‘social service’ promoted altruistic behavior, and (b) placing a value on ‘individual accommodation’ promoted the OCB of altruism and protecting company resources. In terms of the three paternalistic leadership behavior dimensions, moral and benevolent leadership but not authoritarian leadership, exerted a significant influence on OCB. Furthermore, correlation and regression analyses indicated that paternalistic leadership behaviors had a mediating effect on the relationship between work values and OCB, albeit in only particular combinations.