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研究生:巴斯田
研究生(外文):BACHIR BASTIEN
論文名稱:轉換型領導者如何激發員工創造力:主動行為,創造性自我效能和創造性過程參與的影響
論文名稱(外文):How Transformational Leaders Stimulate Employee Creativity: The Influence of Proactive Personality, Creative Self-efficacy, and Creative Process Engagement
指導教授:高國揚
指導教授(外文):Kao, Kuo-Yang
口試委員:高國揚徐皓馨謝慧賢王耀德
口試委員(外文):Kao, Kuo-Yang
口試日期:2019-06-25
學位類別:碩士
校院名稱:國立交通大學
系所名稱:管理科學系所
學門:商業及管理學門
學類:企業管理學類
論文出版年:2019
畢業學年度:107
語文別:英文
論文頁數:53
中文關鍵詞:轉換型領導力主動行為創造性過程參與創造性自我效能員工創造力
外文關鍵詞:Transformational Leadershipproactive personalitycreative process engagementcreative self-efficacyemployee creativity
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本文從社會自我概念理論出發,探討創造性自我效能感,創造性過程參與和主動行為在促進轉換型領導與員工創造力之間關係中的重要性。從台灣各地公司工作的員工(N = 284)收集的數據證實了這些說法。具體而言,結果與以下假設一致:(a)轉換型領導與創造性自我效能正相關;(b)轉換型領導與創造性過程參與正相關。此外,還支持以下假設:(c)創造性自我效能和創造性過程參與介導了轉換型領導與員工創造力之間的關係。發現員工積極主動的人格對轉換型領導與創造性自我效能和(e)與創造性過程參與之間的關係(d)沒有影響。因此,對於保持創新優勢的組織而言,有利於創造力的氛圍至關重要。
Drawing from self-concept theory, the present article investigates the relationships among transformational leadership, creative self-efficacy, creative process engagement, proactive personality, and employee creativity. Data were collected from workers (N=284) in companies throughout Taiwan. Results supported the hypotheses that (a) transformational leadership is positively associated with creative self-efficacy and (b) that transformational leadership is positively linked to creative process engagement. Furthermore, the hypothesis that (c) creative self-efficacy and creative process engagement mediated the relationship between transformational leadership and employee creativity was also supported. The hypotheses that employee proactive personality moderated the relationships between transformational leadership, creative self-efficacy, and creative process engagement, respectively were not supported. Theoretical and practical contributions were also considered.
Table of Contents
English Abstract………..………………………..…………………………….……………………...i
Chinese Abstract……………………………......………………………...………………………….ii
Acknowledgements……………………………..……………………..………..…………...………iii
Table of Contents…………………………………..……………………………………………...…iv
Introduction……………………………...…………………………………………………………...1
Literature Review……………………………..……………….…………………………..…………5
Transformational Leadership and self-concept theory…..………...….……………………...5
The influence of transformational leadership on creative Self-efficacy…..……...………….7
The effect of transformational leadership on creative process engagement…...……………..8
The mediating effect of creative self-efficacy and creative process engagement on the relationship between transformational leadership and employee creativity……...…………10
The moderating effect of employee proactivity on the relationship between transformational leadership and employee creative self-efficacy.………..…………………………………...11
The moderating effect of employee proactive personality on the relationship between transformational leadership and creative process engagement……………………………..13
Figure 1: Research framework....…………………………………………………………...14
Method……………………...……………………………………………………………………….15
Participants and procedures………………..………………………………………….........15
Measures………………………..…………………………………………………………..15
Analytic Strategy……………………………………………………………………………17
Results..……………….…………………………………………………………………………….18
Confirmatory Factor Analysis (CFA)………………………………………………………………………………………..18
Hypotheses Testing……………………………..………………………………………………………..18
Table 1………………………………………………………………………………………20
Table 2………………………………………………………………………………………21
Table 3………………………………………………………………………………………22
Table 4………………………………………………………………………………………23
Discussion…………………………………………………………………………………………..24
Theoretical Implications..……………………………………....……………………………24
Practical Implications……………………………………………..…………………………25
Limitations and Future Research………………………………………………………….....27
Conclusion…………………………………………………………………………………………..29
References.………………………………………………………………………………………….30
Questionnaires (English)……………………………………………………………………………40
Questionnaires (Chinese)…………………………………………………………………………...44
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