包容性領導對於團隊工作塑造的影響：團隊工作活力旺盛的中介角色

在現今變動與不確定的環境下，組織團隊必須隨時因應內部與外部變革，然而僅藉由以往領導者由上而下的變革是不夠的，因此如何激發團隊展現由下而上的團隊工作塑造行為來改善工作任務、流程以增加工作適應力成了組織的重要課題。過往探討團隊工作塑造的相關研究中已指出領導行為對於團隊工作塑造具有關鍵的預測能力，然而對於領導者包容性這類的關係式領導，目前較少有量化的實徵研究出現，尤其在現代多元化團隊的時代下，包容性領導更是格外重要。有鑑於此研究缺口，本研究聚焦於包容性領導，探討包容性領導對於團隊工作塑造的影響，並進一步檢驗團隊工作活力旺盛的中介效果。此外，本研究將團隊促進焦點作為調節變項，並提出調節式中介模型，探究在不同高低團隊促進焦點的情境下對於團隊的影響效果。本研究採來源隔離法，進行主管、部屬一階段的施測，共發放了97套團隊問卷，最後收集33套有效團隊問卷，有效回收率為34%，研究結果發現包容性領導對於團隊工作塑造無顯著效果，包容性領導能夠正向預測團隊工作活力旺盛，然而團隊工作活力旺盛的中介效果不支持，且團隊促進焦點並無顯著的調節效果，而調節式中介的模式亦不成立。最後針對本研究的結果進行討論，說明理論貢獻與實務意涵，並進一步論述研究限制及未來研究方向。

關鍵字

包容性領導；團隊工作塑造；團隊工作活力旺盛；團隊促進焦點

並列摘要

Under the dynamic and uncertain circumstances, organizational teams need to respond to internal and external changes. However, teams rely solely on top-down change initiated by the leader is inadequate. Hence, how to stimulate teams to exhibit bottom-up team job crafting behaviors so as to improve job tasks and job procedures becomes a critical issue in organization. Previous researches have indicated that leadership behavior holds crucial predictability of team job crafting. However, as for relational leadership such as inclusive leadership, there are few quantitative empirical researches so far. Especially during the modern era of diverse teams, inclusive leadership is particularly significant. In view of this research gap, this study focuses on inclusive leadership, explores the impact of inclusive leadership on team job crafting, and further examines the mediation effect of team thriving at work. Furthermore, this study uses team promotion focus as a moderator, and proposes a moderated mediation model to explore the effect of team promotion focus on teams. This study adopts source separation method to conduct online survey, with one session data collection of team manager and team member from Taiwanese firms including 33 team questionnaires. The results indicate that inclusive leadership has no significant effect on team job crafting, while inclusive leadership can positively predict team thriving at work. However, the mediation effect of team thriving at work is not supported, and the moderation effect of team promotion focus is nonsignificant, hence the moderated mediation model is not supported. Finally, the discussion, theoretical contribution and practical implications, the limitations and future research are further discussed.