願景領導促進部屬改變導向行為的驅力與隱憂：希望的中介效果與工作不安全感的調節式中介效果

The Effect of Visionary Leadership on Change-Oriented Behavior: The Moderated Mediation Model of Hope and Job Insecurity

王克誠(Ko-Cheng Wang) ； 林姿葶(Tzu-Ting Lin)

《管理學報》 40卷1期 (2023/03) Pp. 81-105

https://doi.org/10.6504/JMBR.202303_40(1).0004

摘要

願景泛指企業組織中成員共享的遠程目標，領導者透過傳遞願景，促使員工瞭解自身於組織未來中扮演的角色和工作意義，將成員與組織目標相互連結。本研究採目標觀點探討願景領導對部屬之改變導向行為的中介歷程，透過啟發員工的希望感思考，領導者的願景化行為可促進部屬的適應和主動行為。此外，進一步探討願景領導效果的適用情境，將以部屬的工作不安全感，作為願景領導至改變導向行為中介歷程的調節變項。本研究以臺灣非主管職之全職工作者為研究對象，方法採問卷調查法，分兩階段進行施測，共回收262份有效問卷。研究結果顯示，願景領導與希望感具有顯著的正相關；希望感會中介於願景領導與改變導向行為間之關係；工作不安全感會顯著負向調節希望感之中介效果，亦即，工作不安全感會減弱願景領導透過希望影響改變導向行為的正向中介效果。

關鍵字

願景領導 ； 希望感 ； 工作不安全感 ； 改變導向行為

並列摘要

Vision refers to the remote goals shared by members of an organization. By conveying a vision, leaders urge employees to understand their role and the meaningfulness of their work in building the future of the organization; thereby relating member goals to organizational goals. This study adopts the goal viewpoint to explore the mediating process in which visionary leadership influences subordinates' change-oriented behavior via hope. By inspiring hopeful thinking among employees, leaders' visionary behaviors can promote subordinates' active adaptive behavior. In addition, this study further explores the applicable context of the effects of visionary leadership by testing the moderating effect of subordinates' job insecurity on the indirect relationship between visionary leadership and change-oriented behavior via hope. This study adopted a two-stage questionnaire method. A total of 262 valid questionnaires were collected. The results revealed that visionary leadership had a positively significant correlation with hope. In addition, hope mediated the relationship between visionary leadership and change-oriented behavior. Finally, job insecurity significantly and negatively moderated the mediating effect of hope. Specifically, job insecurity attenuated the positive indirect effect of visionary leadership on change-oriented behavior through hope.

並列關鍵字

visionary leadership ； hope ； job insecurity ； change-oriented behavior

參考文獻

Ismail, H. N., Kertechian, K. S., & Blaique, L. 2022. Visionary leadership, organizational trust, organizational pride, and organizational citizenship behaviour: A sequential mediation model. Human Resource Development International: 1-28. doi: 10.1080/13678868.2022.2108993.

Wang, H., Zhang, H., Xie, J., & Zheng, J. 2022. Seeing the big picture during the COVID-19 pandemic: The spillover effects of visionary leadership on employees’ work-to-family conflict. Current Psychology: 1-12. doi: 10.1007/s12144-022-04080-0.

Archer, C. M., Jiang, X., Thurston, I. B., & Floyd, R. G. 2019. The differential effects of perceived social support on adolescent hope: Testing the moderating effects of age and gender. Child Indicators Research,12(6): 2079-2094.

Ateş, N. Y., Tarakci, M., Porck, J. P., van Knippenberg, D., & Groenen, P. J. 2020. The dark side of visionary leadership in strategy implementation: Strategic alignment, strategic consensus, and commitment. Journal of Management, 46(5): 637-665.

Awamleh, R., & Gardner, W. L. 1999. Perceptions of leader charisma and effectiveness: The effects of vision content, delivery, and organizational performance. The Leadership Quarterly, 10(3): 345-373.