Linking Empowering Leadership and Employee Creativity: The influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement in Taiwan Technology Industry
|關鍵字:||授權領導;員工創造力;心理授權;自我動機;創造力流程涉入;授權角色辨認;領導者對創造力的鼓勵;Empowering Leadership;Employee Creativity;Psychological Empowerment;Intrinsic Motivation;Creative Process Engagement;Empowerment Role Identity;Leader Encouragement of Creativity|
|摘要:||本研究探討授權領導(Empowering Leadership)與員工創造力(Employee Creativity)之間關係，並在兩者之間建立三個中介變數分別是心理授權(Psychological Empowerment)、自我動機(Intrinsic Motivation)與創造力流程涉入(Creative Process Engagement)，二個調節變數則為授權角色辨認(Empowerment Role Identity)、領導者對創造力的鼓勵(Leader Encouragement of Creativity)，授權領導正向影響心理授權，心理授權則同時影響自我動機與創造力流程涉入，而自我動機又影響創造力流程涉入，心理授權與自我動機兩個中介變項又同時影響員工創造力，另外在授權領導與心理授權之間則有一個調節變數為授權角色辨認，心理授權與創造力流程涉入則有一個調節變數為領導者鼓勵創造力，以此研究架構針對台灣電子及資訊產業主管與員工進行實證研究。|
This study mainly focuses on the relation between “Empowering Leadership” and “Employee Creativity”; meanwhile, three mediators and two moderators are included in the research model. The mediators are psychological empowerment, intrinsic motivation, and creative process engagement. The moderators are empowerment role identity and leader encouragement of creativity. We found that the empowering leadership positively influences psychological empowerment. Moreover, psychological empowerment influences Intrinsic motivation and creative process engagement at the same time. Additionally intrinsic motivation affects creative process engagement as well. On the other hand, two of the mediators, psychological empowerment and intrinsic motivation affect employee creativity simultaneously, while empowerment role identity works as one moderator between empowering leadership and psychological empowerment. Besides, leader encouragement of creativity works as another moderator between psychological empowerment and creative process engagement.
|Appears in Collections:||Thesis|