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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/80844


    Title: 主管的矛盾領導行為與員工的創新行為之關聯性-以員工的模糊容忍度、經驗開放性、矛盾思維為中介變項
    Authors: 王怡婷;Wang, Yi-Ting
    Contributors: 高階主管企管碩士班
    Keywords: 矛盾領導行為;模糊容忍度;經驗開放性;矛盾思維;創新行為;contradictory leadership;fuzzy tolerance;openness to experiences;contradictory thinking;innovation behavior
    Date: 2019-06-11
    Issue Date: 2019-09-03 15:11:18 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 創新是企業進步的原動力,而企業如何有效激發部屬創新的能力也是個熱門的議題,儘管有諸多的研究個別探討內外部因素對於部屬創新行為的影響,但同時將內外部因素連接探討與部屬創新行為關聯性的研究卻不多,本研究將融入東方特色的主管矛盾領導行為作為自變項,將部屬創新行為作為依變項,將被認為具備創新潛力的人格特質-模糊容忍度與經驗開放性,以及個人心理因素-矛盾思維做中間變項,探討矛盾領導行為與部屬創新過程中之連接因素與影響力。
    本研究採用問卷調查的方式,蒐集台灣地區的主管與直屬部屬配對問卷,扣除無效問卷後,最終獲得669份有效配對樣本,根據結果顯示主管的矛盾領導行為對於部屬的模糊容忍度、經驗開放性以及矛盾思維確有正向的關聯,但這些中間變項卻不一定能夠促成主管矛盾領導與部屬創新行為的關聯。綜合研究結果,我們不難發現,主管的領導行為在潛移默化之中對員工的行為表現及思維有一定的影響,但主管的矛盾行為只是起到一個拋磚引玉的作用,最終部屬創新行為的展現,關鍵還是取決於部屬自身的經歷條件與想法反應的開展程度。;Innovation is the progressive force for enterprises. How enterprises can effectively stimulate employee creativity is also a reoccurring topic. Despite the fact that there are many studies on the impact of internal and external factors on employee innovation, few studies focus on the connection between internal and external factors and employees′ innovative behaviors. In this study, using oriental contradictory leadership behavior as a variable, employee innovation as a change factor, and innovative personality characteristics - fuzzy tolerance and openness to experiences, as well as individual psychological factors - contradictory thinking as intermediate variable, to explore the connecting factors and influences of contradictory leadership behavior and employee innovation process.
    In this study, data was collected using matching questionnaires for managers and employees within the region of Taiwan. 669 valid matching samples were obtained. According to the results, manager’s contradictory leadership is clearly correlated to employee’s vague tolerance, openness to experiences, and contradictory thinking. However, these intermediate variables may not be able to further the association between manager’s contradictory leadership and employees’ innovative behaviors. The results of this comprehensive study show that manager’s leadership behavior has a certain unconscious influence on employees’ behaviors and thinking. But manager’s contradictory behavior can only initiate employee innovation, the key development of innovation process depends on employee’s personal experiences and reactions.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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