僕人式領導能孕育員工創造力？
情緒勞動、團隊氣候與主管部屬交換關係之跨層次中介效果探討

在組織環境下的創造力，雖然被研究者以多元的方法來加以概念化，但在這領域的研究仍然顯得相當廣泛而零碎。從以往的文獻回顧中，本研究發現少有研究關注有關領導團隊氣候、個體情緒及主管部屬交換關係對創造力之影響。特別是，許多學者已提出創造力不僅是起因於員工個體單獨的努力，也可能受其與其他團隊成員與及其領導者之間的互動關係之影響。從上述的觀點，本研究為彌補文獻上的此一缺口，因此，提出具有整合領導行為與個人創造力的嶄新研究架構。為了清楚研究此一問題，本研究採用階層線性模式(HLM)作為本研究之研究方法，本研究試圖達成下列之目的: 1.透過本研究可以增加對僕人式領導、團隊氣候、情緒勞動與及主管部屬交換關係對創造力影響之了解。 2.過去的研究已指出團隊氣候可能影響創造力，然個體之創造力成果很少僅起因於個人的努力，相反地，個體創造力常受其與同事、主管之間的互動關係之影響。在本研究中，我們透過對探究團隊氣候與主管部屬交換關係(LMX)在僕人式領導、情緒勞動與員工創造力之間的跨層次中介影響來深化此研究。本研究的主要貢獻為整合領導行為、團隊及個體情緒研究中的重要理論，做為本研究之理論架構，藉以深化對僕人式領導、同儕影響、個體情緒與主管部屬交換關係對個體創造力之影響的探究。總而言之，本研究之理論架構應可作為未來相關領域之系統性研究的一個新跳板，我們也相信這樣的研究架構之提出，應該可以對未來的相關領導行為與創造力相關性的研究，做出研究方向之指引。

關鍵字

創造力；僕人式領導；團隊氣候；情緒勞動；主管部屬交換關係

並列摘要

Creativity with organization setting has been conceptualized in a variety of ways. Studies in this area remain broad and appear relatively fragmented. From previous literature reviews, we found that little attention has been paid toward the leadership, team climate, individual emotion, and leader member exchange (LMX) with individual creativity. Specially, many scholars argued that creativity not only occurs as individuals work alone but also occurs as team members interact with his/her leaders. In view of this, the purpose of this study is to fill this gap in the literature by proposing a research framework that integrates both individual creativity literature and leadership literature. To address this problem, a new research method based on integrating Hypotheses and Hierarchical Linear Modeling methods are also proposed. In this study, we attempt to achieve the following purposes. First, our study may increase better understanding of servant leadership, team climate, emotion labor and leader member exchange (LMX) of individual toward individual creativity in the work teams. Second, prior studies have mentioned that team climate will affect creativity; creative efforts rarely result from the work of a single individual. Instead, creativity often emerges from individuals' interactions with their work team members and leaders. In this study, we make further investigation by identifying the mediating effects of team climate and leader member exchange (LMX) between servant leadership, emotion labor and individual creativity. The main contributions of this study are to suggest that theories proposed by different leading literatures can be integrated into one framework so that the understanding and prediction of creativity with leadership and team settings are far more comprehensively grounded than by using only one line of research. To conclude, this theoretical framework provides an integration of existing research and a springboard for future systematic research in the area of creativity with leadership and team settings. We believe the research framework and propositions serve as salient guidelines for future researches in the leadership and creativity literature.

並列關鍵字

Creativity ； Servant Leadership ； Team Climate ； Emotional Labor

參考文獻

Abraham, R. (1998). Emotional dissonance in organizations: antecedents, consequences, and moderators. Genetic, Social, and General Psychology Monographs, 124(2), 229–246.

Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211.

Amabile, T. M. (1996). Creativity in context: Update to“ the social psychology of creativity.” Westview Press.

Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154–1184.

Amabile, T. M., & Conti, R. (1999). Changes in the work environment for creativity during downsizing. Academy of Management Journal, 42(6), 630–640.

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僕人式領導能孕育員工創造力？情緒勞動、團隊氣候與主管部屬交換關係之跨層次中介效果探討

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