The Effect of Empowering Leadership on Psychological Empowerment in Taiwanese Companies: Focusing on the Moderating Effect of Employee Proactivity

授權領導對台灣公司心理授權的影響：關注員工積極性的調節作用

Kou KITANO(北野康) ； Chia-Hui Huang(黃佳慧) ； Masayoshi TOMA(當間政義)

《東方學報》 43期 (2022/12) Pp. 109-120

https://doi.org/10.29421/JTDU.202212_(43).0010

摘要

The aim of this study is to determine the impact of empowering leadership by supervisors on the psychological empowerment of employees in a survey of employees working in Taiwanese companies. Based on the results of the literature survey, it was hypothesized that the impact of empowering leadership by supervisors on employees' psychological empowerment would vary depending on the level of proactivity of the employees. To test the hypothesis, the authors conducted a hierarchical multiple regression analysis using questionnaire survey data from 221 employees working in Taiwanese companies. The results showed that the effect of empowering leadership depends on the degree of proactivity of the employees, and that it is more effective for employees with low proactivity than for employees with high.

關鍵字

empowering leadership ； psychological empowerment ； proactivity

並列摘要

本研究的目的是通過對在台灣公司工作的員工進行的一項調查，確定主管授權領導對員工心理授權的影響。根據文獻調查的結果，假設主管授權領導對員工心理授權的影響會因員工的積極性水平而異。為了檢驗這一假設，我們使用來自台灣公司的221名員工的問卷調查數據進行了分層多元回歸分析。結果表明，授權領導的效果取決於員工的積極性程度，對積極性低的員工比對積極性高的員工更有效。

並列關鍵字

授權領導 ； 心理授權 ； 主動性

參考文獻

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Arnold, L. M., Arad, S., Rhoades, J. A. and F. Drasgow. (2000), “The Empowering Leadership Questionnaire: The Construction and Validation of a New Scale for Measuring Leader Behaviors”, Journal of Organizational Behavior, 21, pp.249-269.

Jun Nakahara(2010), Syokubagakusyuron: shigotonomanabiwokagakusuru , University of Tokyo Publishing Department（In Japanese）.

Kazuki Matsuyama (2016), “Three-dimensional Model of Followership Behavior”, Shokei-gakuso: Journal of Business Studies 63 (2), pp.37-64 (In Japanese).

Kou Kitano, Mikiyoshi Aoki and Masayoshi Toma. (2020), “Effect of Empowering Leadership on Creativity and Ability of Employees: Comparison of Regular and Non-Regular Employees”, Journal of Japanese Management, 5 (1), pp.18-34.