- 學位論文
情緒領導行為如何影響創新行為? 跨層次之中介與調節的影響效果
How Does Leader’s Emotional Leadership Affect Innovative Behavior ? Mediation and Moderation Effects in Multilevel Models
摘要
面對全球快速變動的環境，組織必須仰賴不斷地創新來面對快速變化的市場，過去研究指出，主管的情緒會影響員工的認知過程，進而左右員工的創新行為（張火燦、劉嘉雯、許宏明、繆敏志、童志隆，2011；沈其泰、黃涓容、姜定宇，2014; Bono, Vinson,& Muros, 2007）。有別於過去研究，本研究欲了解透過外在的情緒感染影響員工創新歷程，更以文化的脈絡端看對於位階、服從較熟悉的華人文化領導者的正、負向情緒領導行為對於員工正向心理資本、挫折容忍力、創新行為的影響效果。 本研究以高科技從業人員為主要調查對象，共回收385份問卷，有效回收率為85%。採用跨層次分析法，研究結果發現：1. 正向情緒領導行為對創新行為具有顯著正向影響效果；2. 正向情緒領導行為對正向心理資本具有顯著正向影響效果；3.正向心理資本對於創新行為具有顯著正向影響效果；4.正向心理資本在正向情緒領導行為與創新行為之間具有中介效果；5. 負向情緒領導在挫折容忍力與正向心理資本之間具調節效果。 本研究意涵可歸納為：1. 領導者可以透過正向情緒的渲染，使員工替組織產生更多的創新行為。2. 領導者的正向情緒領導行為，有助於員工正向心理資本的發展，透過情緒的感染，能使員工在樂觀、自我效能、希望以及回復力的心理素質上，有正向的影響效果。員工個人的正向心理資本，對於成員的創新行為有正向顯著影響，因而能使組織面對劇烈變動的市場環境。3. 正向心理資本在正向情緒領導行為以及創新行為，具部分中介的效果，顯示領導者的情緒領導行為，能夠提升員工的正向心理資本，進而使員工產生更多的創新行為。4.受到過去傳統儒家思維的影響，部分成員更傾向以「他律」的方式被管理，當領導者以負向的情緒行為領導成員，以謾罵、貶抑的方式訓斥部屬，會給予自己更高的成就動機以符合主管期待，進而渴望進入權力內圈。本研究藉此結果提出學術意涵，希望為後續研究做拋磚引玉之用，更深入探討實務意涵以及未來建議之討論。
並列摘要
According to dramatically changing environment, organizations rely on constant innovation to face competitive environment. Based on prior researches, leader’s emotions influence organizational member’s cognitive processes and affect their innovative behavior (Zhang, Liu, Xu, Miao, & Tung, 2011; Shen, Huang, & Jiang, 2014 ; Bono, Vinson,& Muros, 2007). Compare to prior studies, this study try to explore the process of how leader’s emotion influence member’s innovative behavior through the Chinese cultural context. In the cultural context, employees are familiar with the ranks and obedience, this study will explore the relationship among emotional leadership, positive psychological capital, frustration tolerance, and innovative behavior. This study collected data from high-tech organizations. 450 questionnaires were distributed to members of high-tech organizations and 385 valid questionnaires returned, representing valid response rate was 85%. The result showed: 1. Positive emotional leadership behavior affects innovative behavior positively. 2. Positive emotional leadership affects positive psychological capital positively. 3. Positive psychological capital affects innovative behavior positively. 4. The positive psychological capital mediates the relationship between positive emotional leadership and innovative behaviors. 5. The negative emotional leadership moderates the relationship between frustration tolerance and positive psychological capital. The research implications included: 1. Leaders can use positive emotional contagion mechanisms to enhance members’ innovative behaviors. 2. Positive emotional leadership can enhance members’ positive psychological capital, including optimism, self-efficacy, hope and resilience. 3. The mediating effect of positive psychological capital shows the leaders' positive emotional leadership behavior can enhance the employees' positive psychological capital, and thus enable employees to generate more innovative behavior.4. Influenced by traditional Confucian philosophy, some members prefer to be managed by "heteronomy" when leaders use the negative emotional behavior to guide the organizations, making part of members have high achievement motivation to meet leaders’ expectations. Based on the results of this study, results, suggestions, implications, contributions, limitations and future studies are discussed.