轉換型領導如何提升員工創新行為？以競爭氣候、合作氣候、授權賦能觀點探討

轉換型領導對創新行為影響已被過往文獻調查且獲得普遍性地支持。本研究延伸這個主軸，深入探討團隊競爭與合作氣候及個人知覺的授權賦能是否可成為團隊層次的轉換型領導與部屬創新行為之間關係的中介因子。本研究採問卷調查法，以國軍高司幕僚單位之部屬及其主管為研究對象，蒐集66個幕僚團隊共計305份有效對偶樣本，並採用階層線性模型（hierarchical linear modeling）進行假設檢驗。研究結果指出，團隊層次的轉換型領導可透過合作氣候對創新行為有正向顯著效果；然而，競爭氣候的中介效果未達顯著水準。此外，授權賦能對團隊層次的轉換型領導與創新行為之間存在中介效果。最後，根據研究結果提出學術及實務意涵加以討論。

關鍵字

轉換型領導；創新行為；授權賦能；競爭氣候；合作氣候

並列摘要

The influence of transformational leadership on innovative behavior has been surveyed and widely supported by prior literatures. This study extends existing studies and further examines whether the relationship between team-level transformational leadership and subordinate innovative behavior would be linked by mediating factors, including team competitive and cooperative climates and empowerment. A total of 362 samples were collected from 79 team members of the staff divisions in military officers, and all hypotheses were examined by using hierarchical linear modeling (HLM). The results indicate that transformational leadership can positively promote innovative behavior by fostering the cooperative climate but competitive climate not. Moreover, empowerment can positively mediate the relationship between team-level transformational leadership and innovative behavior. Finally, the academic and practical implications along with research results are discussed.