轉換型領導、交易型領導與員工創新行為之關係

The Relationships among Transformational Leadership, Transactional Leadership and Employees' Innovative Behavior: an Empirical Study

唐永泰(Yung-Tai Tang)

《創新與管理》 5卷1期 (2008/03) Pp. 53-81

https://doi.org/10.30118/JIM.200803.0003

摘要

本研究主旨在探討轉換型領導、交易型領導與員工的創新行為三者之關係。採用問卷調查方式蒐集資料，研究對象為台灣企業從事產品或服務之研發或技術員工，總共蒐集42家企業，實得有效問卷252份。研究結果顯示，轉換型領導與交易型領導與員工創新行為都有顯著的正相關，其中轉換型領導的理想化行為、激發動機、才智激發與個人化關懷等構面都與員工創新行為具顯著正相關，交易型領導的權變報酬、主動例外管理等構面則與員工創新行為具顯著正相關。此外，本研究也檢視轉換型領導對交易型領導與員工創新行為的關係是否有增大效果，本研究結果顯示並未支持增大效果假說。最後，本研究進一步驗證Bass (1999)所主張同時兼具轉換型領導與交易型領導是最好的領導者，研究結果顯示支持了Bass的主張，亦即當領導者在轉換型領導與交易型領導都高時，其員工創新行為表現是最高的。

關鍵字

轉換型領導 ； 交易型領導 ； 創新行為 ； 增大效果

並列摘要

The purpose of the study is to empirically investigate the relationship between transformational leadership, transactional leadership and employees' innovative behavior at work. In a survey of 252 employee of technicians, engineers and R＆D members in Taiwan's firms, the results indicate that both transformational and transactional leaderships have a positively direct effect on employees' innovative behavior.
In addition, the present study tested the augmentation effect hypothesis that transformational leadership adds to the effect of transactional leadership. However, the results were not support to augmentation effect hypothesis. Finally, the study also examined Bass (1999) suggested that the best leaders are both transformational and transactional leaderships. As predicted the results indicated that employees' innovative behavior is highest when leaders display both high on transformational and transactional leaderships.

並列關鍵字

Transformational leadership ； Transactional leadership ； Innovative Behavior ； Augmentation effect