轉換型領導對員工價值共創之影響— 以正向心理資本與自我協調為中介變項

An Analysis of the Impact of Transformational Leadership on Employee Value Co-creation—Postive Psychological Capital and Self-coordination as Mediating Variables

戴政岳(Jheng-Yueh Dai)

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：「組織的轉換型領導如何藉由關鍵中介角色來激發員工之價值共創行為？」本研究透過階層線性模型(HLM)進行組織層次與個人層次的跨階層分析，探討轉換型領導透過員工的正向心理資本與自我協調之關鍵中介角色來激發員工價值共創。本研究架構為跨層次並以階層線性模型進行資料分析，以台灣地區不同產業之全職工作人員為研究對象，總計發放出550份問卷，回收有效問卷數為513份，有效問卷回收率為93%。
本研究內容分為兩個部分進行探討，第一部分為探討組織層次之轉換型領導與個別員工之價值共創是否具有顯著的正相關；第二部分為探討個別員工之正向心理資本、自我協調在組織層次之轉換型領導與個別員工之價值共創是否具有中介效果。研究結果顯示轉換型領導對價值共創具有正相關，另一方面，個別員工之正向心理資本、自我協調在組織層次之轉換型領導與個別員工之價值共創行為具有中介效果。
本研究貢獻計有以下三點，第一，擴展價值共創的研究領域，著重以員工觀點予以探討，並驗證轉換型領導對員工價值共創的正向影響；第二，提出以員工的正向心理資本、自我協調作為探討轉換型領導與價值共創之間關係新的中介因素，關注員工心理因素的重要性；第三、採用階層線性模型(HLM)的跨階層途徑精確分析不同變項間之影響。

關鍵字

員工價值共創 ； 轉換型領導 ； 正向心理資本 ； 自我協調 ； 階層線性模型

並列摘要

This study aims to answer the question of how transformational leader encourage employee to co-create values by using crucial intermediaries. This study performs a cross-level analysis between organization level and individual level by using Hierarchical Linear Modeling (HLM), trying to identify the transformational leader's role in promoting employee value co-creation when crucial intermediaries of employee are involved, i.e., positive psychological capital and self-coordination. The subjects of this research are full-time employees of multiple industries in Taiwan. To collect the data, structured questionnaires were distributed to 550 respondents, and 513 responded creating an effective response rate of 93%. The collected data was analyzed using Hierarchical Linear Modeling based on a cross-level framework.
We divided the discussion on the analysis into two sections. Firstly, we examined if transformational leadership and individual employee were positively associated in the organizational level. Secondly, we discussed if an intermediary effect can be achieved in the level of organization when employee's positive psychological capital and self-coordination were involved in the process of value co-creation between a transformational leader and an individual employee. The result shows that transformational leadership and value co-creation are positively associated; meanwhile, an intermediary effect can be achieved in the level of organization if the positive psychological capital and self-coordination of an individual employee were involved in the value co-creation between a transformational leader and an individual employee.
The presented research is believed to make three contributions as follows. First of all, the scope of value co-creation research is broadened by providing a discussion from employee's perspective and examining the positive effect of a transformational leader on employee value co-creation. Secondly, employee's positive psychological capital and self-coordination are identified as new intermediary factors in the relation between transformational leadership and value co-creation; that is, employee's psychological factors should be emphasized. Finally, the Hierarchical Linear Modeling (HLM) is applied in this research to provide an accurate, cross-level analysis on the influences between various factors.

並列關鍵字

Employee Value Co-creation ； Transformational Leadership ； Positive Psychological Capital ； Self-coordination ； Hierarchical Linear Modeling

參考文獻

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