轉換型領導與交易型領導如何引發員工工作雕琢？目標導向理論的觀點

How Do Transformational Leadership and Transactional Leadership Motivate Employees’ Job Crafting? The Perspective of Goal Orientation Theory

關樂謠(Lok-Io Kuan)

指導教授 ： 吳宗祐

共同指導教授 ： 鄭伯壎(Bor-Shiuan Cheng)

國立臺灣大學/理學院/心理學研究所/碩士(2017年)

https://doi.org/10.6342/NTU201701080

摘要

過去關於工作雕琢的研究主要有兩種取向，分別是Wrzesniewski與Dutton（2001）提出的任務、關係和認知三面向，以及Tims與Bakker（2010）提出的尋求資源、尋求挑戰和降低要求三面向。然而，這兩種取向均無法包含所有雕琢元素，因此本研究將這兩種取向加以整合，指出工作雕琢的四個向度，即尋求資源、尋求挑戰、降低要求和認知雕琢。此外，由於既有的前因無法區辨各工作雕琢間的差異，基於領導者能激勵部屬行為的角色，本研究提出轉換型領導和交易型領導這兩種領導類型，來解決前因上的缺口，並以目標導向理論作為影響歷程的解釋機制，欲釐清領導者對部屬進行工作雕琢的效果。本研究蒐集了209份部屬樣本，並進行跨層次分析，結果顯示轉換型領導對部屬的尋求資源、尋求挑戰和認知雕琢均具正向效果、降低要求具負向效果；交易型領導對部屬的尋求資源和降低要求具正向效果、認知雕琢具負向效果。而轉換型領導的效果，可透過引發部屬的學習導向對工作雕琢產生影響；交易型領導的效果，可透過引發部屬的表現導向對工作雕琢產生影響。最後，本研究將針對此結果進行討論，並加以說明研究的貢獻、限制以及未來研究方向。

關鍵字

工作雕琢 ； 領導風格 ； 目標導向

並列摘要

Scholars have tried to explore the concept of job crafting from two main approaches. The first approach, proposed by Wrzesniewski and Dutton (2001), identifies three dimensions of job crafting, including task, relationship, and cognitive crafting; the second approach, proposed by Tims and Bakker (2010), identifies another three dimensions of job crafting, including seeking resources, seeking challenges, and reducing demands. However, neither of these two approaches includes all the elements that one can craft. Therefore, the current research tries to integrate these two approaches and rearrange the dimensions of job crafting into four, which are resources seeking, challenges seeking, demands reducing, and cognitive crafting. In addition, because existing antecedents cannot distinguish among different dimensions, this research proposes two different leadership styles, which are transformational leadership and transactional leadership, to solve this research gap according to the motivating role of a leader. This research also adopts goal orientation theory as a mechanism that can explain the mediating process whereby leaders affect subordinates’ crafting behaviors. Through the HLM analysis of 209 subordinates’ data, results showed that transformational leadership was positively related to resources seeking, challenges seeking and cognitive crafting, but negatively related to demands reducing. Transactional leadership was positively related to resources seeking and demands reducing, but negatively related to cognitive crafting. Furthermore, transformational leadership passed its influence to subordinates’ crafting behaviors through encouraging subordinates’ learning goal orientation; transactional leadership passed its influence to subordinates’ crafting behaviors through encouraging subordinates’ performance goal orientation. Finally, the research findings, implications, limitations and future research directions were discussed.

並列關鍵字

job crafting ； leadership style ； goal orientation

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