服務型領導對員工價值共創之影響--以員工集體策略願景及組織公平感知為中介變項

Collective Strategic Vision and Perceived Organizational Justice as a Mediator of the Relationship between Servant Leadership and Employee Value Co-creation

江宜靜(Yi-Ching Chiang)

指導教授 ： 蕭嬋

國立交通大學/管理學院/管理學院管理科學學程/碩士(2018年)

摘要

本研究試圖回答：「組織中服務型領導如何透過關鍵中介角色來刺激員工價值共創？」本研究整合過去文獻，並整合組織層次及員工層次，以階層線性模型進行跨層次分析，探討服務型領導、員工集體策略願景、組織公平感知與員工價值共創之間的關係。

本研究分為三個部分進行。第一部分探討組織層次之服務型領導與個別員工價值共創是否有正向顯著關係(H1)；第二部分在個體層次中加入員工集體策略願景，探討服務型領導與員工集體策略願景(H2a)、員工集體策略願景與員工價值共創(H2b)是否有正向影響，並以集體策略願景為中介假設，分析其在服務型領導及員工價值共創的中介效果(H2c)；第三部分加入組織公平感知，探討服務型領導與組織公平感知(H3a)、組織公平感知與員工價值共創的關係(H3b)，並以組織公平感知為中介變數，探討在組織層次之服務型領導與個別員工之價值共創的中介效果(H3c)。本研究以台灣科技產業作為研究對象，蒐集企業內各部門一組至少3人為單位樣本進行問卷調查。問卷總共發放466份，回收有效問卷共404份，有效問卷回收率為86.69%。

研究結果顯示，組織層次之服務型領導與個別員工之價值共創、集體策略願景及組織公平感知都具有正向顯著關係；員工集體策略願景在導向員工價值共創中，具有正向顯著影響，並且在服務型領導與價值共創中具有中介效果；組織公平感知對員工價值共創具有正向顯著影響，在服務型領導與員工價值共創具有中介效果。

本研究貢獻如下。第一，本研究以階層線性模型將組織與員工進行跨層次分析；第二，在價值共創部分，本研究以企業內部員工與組織的觀點分別進行探討，豐富了價值共創的研究領域；第三，本研究提出新的中介角色，分別以員工集體策略願景及組織公平感知進行分析；第四，在實務面而言，服務型領導對員工集體策略願景、組織公平感知及員工價值共創都有正向顯著影響，對台灣企業領導風格發展有創新性的貢獻。

關鍵字

服務型領導 ； 集體策略願景 ； 組織公平感知 ； 員工價值共創

並列摘要

The purpose of this study is to investigate how servant leadership stimulates employee value co-creation via the key mediator of collective strategic vision and perceived organizational justice in the company. This study assesses the literature review, and examines the cross-level interactions between employee-level and organization-level by using hierarchical linear modeling (HLM), exploring the relationship among servant leadership, employee value co-creation, collective strategic vision and perceived organizational justice.

Three parts of hypotheses are proposed in this study. The first part is to test the relationship between servant leadership and employee value co-creation. The second part adds the variance of collective strategic vision (CSV), to test the relationship between servant leadership and value co-creation. The third part proposes perceived organizational justice (POJ) as the mediator to test the relationship between servant leadership and value co-creation.

The results are consistent with the hypotheses, indicating that servant leadership has positive impact on employee value co-creation, CSV and POJ respectively. CSV has a positive and significant effect on employee value co-creation, and it mediates the relationship between servant leadership and employee value co-creation. POJ also has a positive effect on employee value co-creation and it mediates the relationship between servant leadership and value co-creation as well.

The contribution of the study is as below. First, the study conducts a cross-level analysis of employee-level and organization-level by using hierarchical linear modeling (HLM). Second, the study provides the perspective of company and employee, enriching the research field of value co-creation. Third, the study proposes the collective strategic vision and perceived organizational justice respectively as new mediators between servant leadership and employee value co-creation. Last but not least, the study shows servant leadership has positive effect on employee value co-creation, collective strategic vision and perceived organizational justice. It indicated the significance of servant leadership and suggested that companies cultivate a servant leadership culture within the organization in the future.

並列關鍵字

servant leadership ； collective strategic vision ； perceived organizational justice ； perceived organizational justice

參考文獻

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