轉換型領導在自我認同歷程驅動部屬自我效能？程序公平的干擾型中介分析

Transformational Leadership Drives Employee Self-efficacy under Self-identification Process? The Moderated Mediation Effect of Procedural Justice

楊榮瑞(Jung-Jui Yang) ； 童惠玲(Hui-Ling Tung)

《多國籍企業管理評論》 14卷2期 (2020/09) Pp. 123-148

https://doi.org/10.3966/199553922020091402003

摘要

本研究針對轉換型領導對員工自我效能的直接影響，探討其組織內部機制運作。從員工的認知視角出發，構建了轉換型領導與程序公平、自我認同的中介關係，對員工自我效能影響的模式。本研究採取階段性的資料蒐集方法，針對248份問卷，並進行干擾型中介模式的驗證。研究結果顯示：轉換型領導對自我效能具有顯著影響；轉換型領導與程序公平交互作用，對自我認同有正向關聯性；透過自我認同中介效果，對自我效能有間接影響。本研究採用問卷調查量化研究工具，研究結果亦可作為組織行為在管理制度上的參考。最後，根據研究結果提出管理與實務意涵、及未來研究限制與建議加以討論。

關鍵字

轉換型領導 ； 程序公平 ； 自我認同 ； 自我效能

並列摘要

This study examined the direct relationship with transformational leadership and employee self-efficacy, in turn further investigated the identification mechanisms. Based on social identification theory this study built the model that how transformational leadership under the psychological process of self-identification influence employee self-efficacy. A sample of 248 employees with two-stage collection working was tested. Results indicate that transformational leadership positively related to employee self-efficacy. The transitional leadership interacts fairly with the organization and has a positive correlation with self-identification and transformational leadership through self-identification intermediary effect affect the self-efficacy of employee procedural justice has the effect of regulating the relationship between transformational leadership and self-efficacy through self-identification intermediary. Finally, the academic and management implications along with research results are discussed.

並列關鍵字

transformational leadership ； procedural justice ； self-identification ； self-efficacy

參考文獻

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