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  • 學位論文

領導風格與員工積極行為之關係-以心理賦權為中介

The Impact of Leadership Styles on Proactive Behavior at Work – The Mediating Effect of Psychological Empowerment

指導教授 : 何怡芳
共同指導教授 : 劉菊梅(Chu-Mei Liu)

摘要


隨著網路時代的來臨,加速台灣企業了解西方領導模式之概念,企業的領導風格會接觸有別於傳統固有的領導模式。西方領導模式下,企業及管理職會賦予員工權力來作為領導策略,不僅能促進員工對於工作的積極行為,亦能夠讓員工從工作中尋求成就感及使命感,進而提升工作效率及品質。 基於上述研究觀點,本研究欲探討主管的領導風格、員工積極行為及心理賦權三個變項之間及各構面互相影響之關係,再深入探討心理賦權在領導風格與員工積極行為是否具有中介效果。 本研究以採用SPSS為資料分析工具,總計回收527份問卷,扣除無效問卷4份,有效問卷共計523份。透過迴歸分析驗證,得到以下結論: 一、領導風格之權威式領導對心理賦權沒有影響,民主式領導及放任式領導對心 理賦權有正面影響。 二、領導風格對員工積極行為有正面影響。 三、心理賦權對員工積極行為有正面影響。 四、領導風格與心理賦權對員工積極行為具有部分中介效果。

並列摘要


With the development of Internet, it leads Taiwanese companies realize the Leadership concept from the Western countries and accept the new leadership style. The concept of Western leadership, the employers and managers will given the subordinates power during their work. This kind of leadership concept not only can enhance the proactive behavior, enable the subordinates to gained a sense of achievement and mission but also improve their work efficiency and high quality.‬ The study explores the relationship among Leadership Style, Proactive Behavior and Psychological Empowerment, and all of their models. Furthermore, also explores Psychological Empowerment and it’s models have mediation effect between Leadership Style and Proactive Behavior. This study used SPSS as a tool for data analysis. 527 questionnaires were collected, collected 523 effective samples and 4 ineffective samples, the regression analysis of data used in this study, the conclusion is below: 1. The Leadership style of Autocratic has no impact on Psychological Empowerment, The Leadership style of Democratic and Laissez-faire have positive impact on Psychological Empowerment. 2. Three Leadership styles have positive impact on Proactive Behavior at Work. 3. Psychological Empowerment has positive impact on Proactive Behavior at Work. 4. Psychological Empowerment has partial mediation impact between three Leadership styles and Proactive Behavior at Work.

參考文獻


英文文獻參考
1.Ashford, S. J., & Tsui, A. S. (1991). Self-regulation for managerial effectiveness: The role of active feedback seeking. Academy of Management Journal, 34(2), 251-280.
2.Ashforth, B. E. (1989). The experience of powerlessness in organizations. Organizational Behavior and Human Decision Processes, 43(2), 207-242.
3.Bales, R. F. (1950). Interaction process analysis: a method for the study of small groups.
4.Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ, 1986, 23-28.

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