博碩士論文 108427026 詳細資訊




以作者查詢圖書館館藏 以作者查詢臺灣博碩士 以作者查詢全國書目 勘誤回報 、線上人數:47 、訪客IP:34.204.99.254
姓名 周晨晞(Chen-Hsi Chou)  查詢紙本館藏   畢業系所 人力資源管理研究所
論文名稱 開放-閉合雙元領導對部屬創新行為之影響-以創造力自我效能為中介變項
(The Relationship Between Ambidextrous Leadership and Subordinates’ Innovation Behavior: Mediating Role of Creative Self-Efficacy.)
相關論文
★ 組織精簡與員工態度探討 - 以A公司人力重整計劃為例。★ 訓練成效評估及影響訓練移轉之因素探討----一項時間管理訓練之研究
★ 主管領導風格、業務員工作習慣及專業證照對組織承諾與工作績效之相關研究★ 研發專業人員職能需求之研究-以某研究機構為例
★ 人力資本、創新資本與組織財務績效關聯性之研究★ 企業人力資源跨部門服務HR人員之角色、工作任務及所需職能之研究
★ 新進保全人員訓練成效之評估★ 人力資源專業人員職能之研究-一項追蹤性的研究
★ 影響企業實施接班人計劃的成功因素★ 主管管理能力、工作動機與工作績效之關聯性探討─以A公司為例
★ 影響安全氣候因子之探討-以汽車製造業為例★ 台電公司不同世代員工工作價值觀差異及對激勵措施偏好之研究
★ 不同的激勵措施對員工工作滿足及工作投入之影響性分析★ 工作價值觀、工作滿足對組織承諾之影響(以A通訊公司研發人員為例)
★ 薪資公平知覺與組織承諾關係之探討-以內外控人格特質為干擾變項★ 改善活動訓練成效評量之研究
檔案 [Endnote RIS 格式]    [Bibtex 格式]    [相關文章]   [文章引用]   [完整記錄]   [館藏目錄]   [檢視]  [下載]
  1. 本電子論文使用權限為同意立即開放。
  2. 已達開放權限電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。
  3. 請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。

摘要(中) 隨著 VUCA 時代的到來,市場環境的不確定性、複雜性與模糊性都不斷上升,使得企業需要保持快速適應、預測市場的能力以及在決策上的靈活性,才能不斷加快自主創新能力,打造出自身的核心價值。因此,組織內的管理者更需要關注思考如何提升員工的創造力。雙元領導結合了雙元領論與領導力,強調領導者能根據情境靈活的轉換兩種相互衝突的領導風格,為企業在動態且複雜的環境下,克服單一領導風格無法處理的悖論問題。過去研究大多將開放式領導風格與閉合式領導風格分別進行研究,探討單一領導風格與創新行為之間的關係,對於兩者之間做用機制的研究更是稀缺。因此,本研究以兩者兼備(both/and)的思維,考量主管兩種領導風格兼備的可能,並以新的研究方法-多項式迴歸及反應曲面分析,探究開放-閉合雙元領導、開放式領導、閉合式領導、無為型領導對於創造力自我效能及創新行為之間的關係。本研究共蒐集 383 份台灣企業之有效主管部屬配對問卷,並使用多項式迴歸與反應曲面圖分析結果,研究發現:(1)當主管同時展現開放-閉合雙元領導時,其部屬的創造力自我效能會高於主管展現無為型領導時。(2)展現高開放式領導的主管,其部屬的創造力自我效能會高於展現閉合式領導的主管。(3)部屬創造力自我效能在開放-閉合雙元領導與部屬創新行為之間具有中介作用。研究結果之學術貢獻、管理意涵、研究限制及未來研究方向,也在最後提出討論。
摘要(英) In order to manage the complexity of the new VUCA environment, adaptation and flexibility are the keys to today’s thriving dynamic business environment. Therefore, managers need to focus on how to improve employee’s innovation behavior. Ambidextrous leadership is the extension and application of ambidexterity theory and leadership. In addition, the ambidextrous leadership model suggests that both types of leader behaviors need to be flexibly applied in line with the situational requirements of creativity and implementation. Existing research focused on the study of single perspective leadership styles, and there were only few studies that were focused on the mediator between ambidextrous leadership and innovation behavior. Hence, this study aims to combine both opening and closing leader in order to investigate the interaction effect on Subordinates’ innovative behavior and also the Mediating Role of Creative Self-Efficacy. Based on field study of 383 supervisor-subordinate dyads in Taiwan, using polynomial regression and response surface to calculate the result. The findings support that (1) subordinates’ innovation behavior is higher under the ambidextrous leadership when compare with laissez-faire leadership, (2) subordinates’ innovation behavior is higher under the opening leadership when compare with closing leadership, (3) Creative Self-Efficacy mediates the mutual strengthening interaction effect between ambidextrous leadership upon subordinates’ innovative behavior. Finally, we discussed the implications of our study, accordingly.
關鍵字(中) ★ 雙元領導
★ 開放式領導
★ 閉合式領導
★ 創新行為
★ 多項式迴歸
★ 反應曲 面分析
關鍵字(英) ★ Ambidextrous Leadership
★ Opening Leadership
★ Closing Leadership
★ Innovation Behavior
★ Polynomial Regression Analysis
★ Response Surface Analysis
論文目次 中文摘要 I
ABSTRACT II
致謝 III
目錄 IV
表目錄 VI
圖目錄 VII
一、緒論 1
1-1研究背景與動機 1
1-2 研究目的 4
二、文獻探討 5
2-1 雙元領導與矛盾領導 5
2-1-1 雙元領導 5
2-1-2 矛盾領導 6
2-1-3 雙元領導與矛盾領導之區別 6
2-2 開放式領導與閉合式領導的雙元領導 8
2-3 四種領導風格、創造力自我效能與創新行為 9
2-3-1 雙元領導與無為型領導對部屬創造力自我效能的影響 11
2-3-2 開放-閉合雙元領導與單一領導風格對部屬創造力自我效能的影響 12
2-3-3 開放式領導與閉合式領導對部屬創造力自我效能的影響 13
2-4 創造力自我效能的中介效果 14
三、研究方法 16
3-1 研究架構 16
3-2 研究樣本與資料蒐集程序 16
3-3 研究工具 17
3-3-1 開放式領導與閉合式領導行為 17
3-3-2 創新行為 18
3-3-3 創造力自我效能 18
3-3-5 控制變項 19
3-4 資料分析與統計方法 19
四、研究結果 21
4-1 研究資料來源及樣本特性 21
4-2 信度與效度分析 23
4-2-1信度分析 23
4-2-2收斂效度與區辨效度 23
4-3 驗證性因素分析 25
4-4 相關分析 26
4-5 顯著差異樣本比例 26
4-6 假設檢定 27
4-6-1 開放-閉合雙元領導對創造力自我效能的影響 27
4-6-2創造力自我效能的中介效果 29
五、結論與建議 31
5-1 研究結果與討論 31
5-2 學術貢獻 34
5-3 管理意涵 35
5-4 研究限制與對未來研究之建議 36
六、參考文獻 38
參考文獻 吳曉波、雷李楠、陳穎(2015)。組織二元性的前因與影響結果研究進展,商業經濟與管理,28-36。
李悅、王懷勇(2018)。雙元創新行為與心理脫離:矛盾式領導風格的調節作用及其邊界條件,科學學與科學技術管理,39,157-170。
胡文安、羅瑾璉(2020)。雙元領導如何激發新員工創新行為? 一項中國情境下基於認知-情感復合視角的模型構建,科學學與科學技術管理,41,99-113。
陳慶源(2019)。矛盾領導行為與部屬工作行為表現關聯性之探討:以部屬思維層面變數與矛盾追隨行為為中介變項(未出版之碩士論文)。國立中央大學,桃園市。
張偉豪、鄭時宜(2012)。與結構方程模型共舞:曙光初現。新北市。前程文化。
黃芳銘(2015)。結構方程模式-理論與應用。台灣五南圖書出版股份有限公司。
楊付、張麗華(2013)。團隊溝通、工作不安全氛圍對創新行為的影響:創造力自我效能感的調節作用,心理學報 (第 44冊, 第 1383-1401頁)。
韓楊、羅瑾璉、鐘競 (2016)。雙元領導對團隊創新績效影響研究-基於慣例視角,管理科學,29,70-85。
羅瑾璉、趙莉、韓楊、鐘競、管建世 (2016)。雙元領導研究進展述評,管理學報,13,1882。
羅瑾璉、趙莉、鐘競(2016)。雙元領導對員工創新行為的影響機制研究,預測,35,1-7。
顧遠東、彭紀生(2011)。創新自我效能感對員工創新行為的影響機制研究,科研管理,32,63-73。
Aiken, L. S., West, S. G., & Reno, R. R. (1991). Multiple regression: Testing and interpreting interactions: sage.
Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154-1184.
Ancona, D., & Caldwell, D. (1987). Management issues facing new product teams in high technology companies. Advances in industrial and labor relations, 4(191.221).
Aryee, S., Walumbwa, F. O., Zhou, Q., & Hartnell, C. A. (2012). Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes. Human Performance, 25(1), 1-25.
Baer, M., & Frese, M. (2003). Innovation is not enough: Climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 24(1), 45-68.
Bandura, A., Freeman, W., & Lightsey, R. (1999). Self-efficacy: The exercise of control. In: Springer.
Bandura, A., & Walters, R. H. (1977). Social learning theory (Vol. 1): Prentice-hall Englewood Cliffs, NJ.
Beehr, T. A., & Glazer, S. (2005). Organizational role stress. Handbook of work stress, 7-33.
Bentler, P. M. (1990). Comparative fit indexes in structural models. Psychological bulletin, 107(2), 238.
Bormann, K. C., & Rowold, J. (2018). Construct proliferation in leadership style research: Reviewing pro and contra arguments. Organizational Psychology Review, 8(2-3), 149-173.
Breevaart, K., & Zacher, H. (2019). Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness. Journal of Occupational and Organizational Psychology, 92(2), 384-409.
Brislin, R. W. (1980). Translation and content analysis of oral and written materials. Methodology, 389-444.
Browne, M. W., & Cudeck, R. (1992). Alternative ways of assessing model fit. Sociological methods & research, 21(2), 230-258.
Buijs, J. (2007). Innovation leaders should be controlled schizophrenics. Creativity and Innovation Management, 16(2), 203-210.
Chen, Z., Takeuchi, R., & Shum, C. (2013). A social information processing perspective of coworker influence on a focal employee. Organization Science, 24(6), 1618-1639.
Chong, E., & Ma, X. (2010). The influence of individual factors, supervision and work environment on creative self‐efficacy. Creativity and Innovation Management, 19(3), 233-247.
Cole, M. S., Carter, M. Z., & Zhang, Z. (2013). Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate. Journal of Applied Psychology, 98(6), 962.
Deluga, R. J. (1990). The effects of transformational, transactional, and laissez faire leadership characteristics on subordinate influencing behavior. Basic and applied social psychology, 11(2), 191-203.
Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524-540.
Doll, W. J., Xia, W., & Torkzadeh, G. (1994). A confirmatory factor analysis of the end-user computing satisfaction instrument. MIS quarterly, 453-461.
Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. The management of organization, 1(1), 167-188.
Edwards, J. R. (1994). The study of congruence in organizational behavior research: Critique and a proposed alternative. Organizational Behavior and Human Decision Processes, 58(1), 51-100.
Edwards, J. R. (2002). Alternatives to difference scores: Polynomial regression and response surface methodology. Advances in measurement and data analysis, 350-400.
Edwards, J. R., & Cable, D. M. (2009). The value of value congruence. Journal of Applied Psychology, 94(3), 654.
Edwards, J. R., & Parry, M. E. (1993). On the use of polynomial regression equations as an alternative to difference scores in organizational research. Academy of Management Journal, 36(6), 1577-1613.
Farr, J. L., & West, M. A. (1990). Innovation and creativity at work: Psychological and organizational strategies: Wiley.
Gebert, D., Boerner, S., & Kearney, E. (2010). Fostering team innovation: Why is it important to combine opposing action strategies? Organization Science, 21(3), 593-608.
Gerlach, F., Hundeling, M., & Rosing, K. (2020). Ambidextrous leadership and innovation performance: a longitudinal study. Leadership & Organization Development Journal, 41(3), 383-398. doi:10.1108/lodj-07-2019-0321
Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226.
Gilhooly, K. J., Fioratou, E., Anthony, S. H., & Wynn, V. (2007). Divergent thinking: Strategies and executive involvement in generating novel uses for familiar objects. British Journal of Psychology, 98(4), 611-625.
Griffin, R. W. (1983). Objective and social sources of information in task redesign: A field experiment. Administrative Science Quarterly, 184-200.
Guo, Z., Yan, J., Wang, X., & Zhen, J. (2020). Ambidextrous Leadership and Employee Work Outcomes: A Paradox Theory Perspective. Front Psychol, 11, 1661. doi:10.3389/fpsyg.2020.01661
Hammond, M. M., Neff, N. L., Farr, J. L., Schwall, A. R., & Zhao, X. (2011). Predictors of individual-level innovation at work: A meta-analysis. Psychology of Aesthetics, Creativity, and the Arts, 5(1), 90.
Hobfoll, S. E. (2001). The influence of culture, community, and the nested‐self in the stress process: Advancing conservation of resources theory. Applied Psychology, 50(3), 337-421.
Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein′s model. Journal of Business Research, 67(8), 1609-1621.
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7(3), 323-352.
Hu, L. t., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural equation modeling: a multidisciplinary journal, 6(1), 1-55.
Hu, W., Luo, J., Chen, Z., & Zhong, J. (2020). Ambidextrous leaders helping newcomers get on board: Achieving adjustment and proaction through distinct pathways. Journal of Business Research, 118, 406-414. doi:10.1016/j.jbusres.2020.06.064
Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A. (2018). Leadership, creativity, and innovation: A critical review and practical recommendations. The Leadership Quarterly, 29(5), 549-569.
Hunter, S. T., Bedell, K. E., & Mumford, M. D. (2007). Climate for creativity: A quantitative review. Creativity research journal, 19(1), 69-90.
Hunter, S. T., Thoroughgood, C. N., Myer, A. T., & Ligon, G. S. (2011). Paradoxes of leading innovative endeavors: Summary, solutions, and future directions. Psychology of Aesthetics, Creativity, and the Arts, 5(1), 54.
Johnson, R. W. (2001). An introduction to the bootstrap. Teaching statistics, 23(2), 49-54.
Junni, P., Sarala, R. M., Taras, V., & Tarba, S. Y. (2013). Organizational ambidexterity and performance: A meta-analysis. Academy of Management Perspectives, 27(4), 299-312.
Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964). Organizational stress: Studies in role conflict and ambiguity.
Kaiser, R. B., & Craig, S. B. (2005). Building a better mouse trap: Item characteristics associated with rating discrepancies in 360-degree feedback. Consulting Psychology Journal: Practice and Research, 57(4), 235.
Kelloway, E. K., & Day, A. L. (2005). Building healthy workplaces: what we know so far. Canadian Journal of Behavioural Science/Revue canadienne des sciences du comportement, 37(4), 223.
Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created “social climates”. The Journal of social psychology, 10(2), 269-299.
Lewis, M. W. (2000). Exploring paradox: Toward a more comprehensive guide. Academy of management Review, 25(4), 760-776.
Li, S., Jia, R., Seufert, J. H., Wang, X., & Luo, J. (2020). Ambidextrous leadership and radical innovative capability: The moderating role of leader support. Creativity and Innovation Management, 29(4), 621-633. doi:10.1111/caim.12402
Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of management, 32(5), 646-672.
Madison, K., & Eva, N. (2019). Social exchange or social learning: a theoretical fork in road for servant leadership researchers. In Leading for high performance in Asia (pp. 133-158): Springer.
Miron-Spektor, E., & Erez, M. (2017). Looking at creativity through a paradox lens. The Oxford Handbook of Organizational Paradox, 434.
Miron-Spektor, E., Ingram, A., Keller, J., Smith, W. K., & Lewis, M. W. (2018). Microfoundations of organizational paradox: The problem is how we think about the problem. Academy of Management Journal, 61(1), 26-45.
Mom, T. J., Van Den Bosch, F. A., & Volberda, H. W. (2007). Investigating managers′ exploration and exploitation activities: The influence of top‐down, bottom‐up, and horizontal knowledge inflows. Journal of management studies, 44(6), 910-931.
Mom, T. J., Van Den Bosch, F. A. J., & Volberda, H. W. (2009). Understanding Variation in Managers′ Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms. Organization Science, 20(4), 812-828. doi:10.1287/orsc.1090.0427
Mulaik, S. A., James, L. R., Van Alstine, J., Bennett, N., Lind, S., & Stilwell, C. D. (1989). Evaluation of goodness-of-fit indices for structural equation models. Psychological bulletin, 105(3), 430.
Mumford, M. D. (2000). Managing creative people: Strategies and tactics for innovation. Human resource management review, 10(3), 313-351.
Nunnally, J. C. (1967). Psychometric theory. New York: McGraw-Hill.
Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607-634.
Popova, N., & Shynkarenko, V. (2016). Personnel development at enterprises with regard to adaptation to the VUCA world. Економічний часопис-ХХІ(156), 88-91.
Porter, M. E. (1990). The competitive advantage of nations. Harvard Business Review, 68(2), 73-93.
Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of management, 34(3), 375-409.
Robbins, S. P., Judge, T. A., & Sanghi, S. (2007). Organizational Behavior [with CD]: Prentice-Hall of India.
Rosenbusch, N., Brinckmann, J., & Bausch, A. (2011). Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs. Journal of business Venturing, 26(4), 441-457.
Rosing, K., Bledow, R., Frese, M., Baytalskaya, N., Johnson Lascano, J., & Farr, J. L. (2018). The temporal pattern of creativity and implementation in teams. Journal of Occupational and Organizational Psychology, 91(4), 798-822.
Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. The Leadership Quarterly, 22(5), 956-974. doi:10.1016/j.leaqua.2011.07.014
Rosing, K., & Zacher, H. (2017). Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance. European journal of work and organizational psychology, 26(5), 694-709.
Rubera, G., & Kirca, A. H. (2012). Firm innovativeness and its performance outcomes: A meta-analytic review and theoretical integration. Journal of Marketing, 76(3), 130-147.
Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 224-253.
Schaubroeck, J., Ganster, D. C., Sime, W. E., & Ditman, D. (1993). A field experiment testing supervisory role clarification. Personnel psychology, 46(1), 1-25.
Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607.
Shanock, L. R., Baran, B. E., Gentry, W. A., Pattison, S. C., & Heggestad, E. D. (2010). Polynomial regression with response surface analysis: A powerful approach for examining moderation and overcoming limitations of difference scores. Journal of Business and Psychology, 25(4), 543-554.
Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of management Review, 36(2), 381-403.
Smith, W. K., Lewis, M. W., & Tushman, M. L. (2016). Both/and” leadership. Harvard Business Review, 94(5), 62-70.
Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522-536.
Tierney, P., & Farmer, S. M. (2002). Creative self-efficacy: Its potential antecedents and relationship to creative performance. Academy of Management Journal, 45(6), 1137-1148.
Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of management Review, 29(2), 222-240.
Wang, S., Eva, N., Newman, A., & Zhou, H. (2020). A double-edged sword: the effects of ambidextrous leadership on follower innovative behaviors. Asia Pacific Journal of Management. doi:10.1007/s10490-020-09714-0
Wheaton, B. (1987). Assessment of fit in overidentified models with latent variables. Sociological methods & research, 16(1), 118-154.
Zacher, H., Robinson, A. J., & Rosing, K. (2016). Ambidextrous Leadership and Employees′ Self-Reported Innovative Performance: The Role of Exploration and Exploitation Behaviors. The Journal of Creative Behavior, 50(1), 24-46. doi:10.1002/jocb.66
Zacher, H., & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership & Organization Development Journal, 36(1), 54-68. doi:10.1108/lodj-11-2012-0141
Zacher, H., & Wilden, R. G. (2014). A daily diary study on ambidextrous leadership and self-reported employee innovation. Journal of Occupational and Organizational Psychology, 87(4), 813-820. doi:10.1111/joop.12070
Zhang, Y., Waldman, D. A., Han, Y.-L., & Li, X.-B. (2015). Paradoxical Leader Behaviors in People Management: Antecedents and Consequences. Academy of Management Journal, 58(2), 538-566. doi:10.5465/amj.2012.0995
Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682-696.
指導教授 林文政(Wen-Jeng Lin) 審核日期 2021-6-30
推文 facebook   plurk   twitter   funp   google   live   udn   HD   myshare   reddit   netvibes   friend   youpush   delicious   baidu   
網路書籤 Google bookmarks   del.icio.us   hemidemi   myshare   

若有論文相關問題,請聯絡國立中央大學圖書館推廣服務組 TEL:(03)422-7151轉57407,或E-mail聯絡  - 隱私權政策聲明