https://ir.lib.ncu.edu.tw/handle/987654321/53 Search the Channel s https://ir.lib.ncu.edu.tw/simple-search https://ir.lib.ncu.edu.tw/handle/987654321/99162 title: 遠距工作可以激發創新？探討遠距工作對員工創新行為的影響：以組織自尊為中介效果及賦權領導為調節效果;Can Remote Work Stimulate Innovation? Exploring the Impact of Remote Work on Employee Innovative Behavior: The Mediating Role of Organization-Based Self-Esteem and the Moderating Role of Empowering Leadership abstract: 員工的創新行為是企業保持競爭優勢的重要來源，因此企業積極尋求能激發員工創新的管理方式。近年來，遠距工作模式逐漸普及，成為影響組織運作與員工行為的重要因素，然而遠距工作對員工創新行為影響的研究仍不多，尤其是其背後的心理機制與情境條件仍有待深入探討。本研究旨在探討遠距工作對員工創新行為之影響，並以組織自尊為中介變項，探討其心理傳導機制。同時，本研究亦探討賦權領導在遠距工作與組織自尊之間的調節效果。透過本研究，期望能釐清遠距工作對創新行為的影響歷程，並為企業在彈性工作安排與領導風格管理上提供實務建議，以促進員工創新行為之展現。 本研究的研究對象為台灣地區的遠距工作者。在剔除無效問卷後，共收回了239 份有效問卷。 依據研究結果，可以得出以下結論： 1. 遠距工作與員工創新行為有正向關係。 2. 遠距工作與組織自尊有正向關係。 3. 組織自尊與員工創新行為有正向關係。 4. 組織自尊會中介影響遠距工作與員工創新行為之間的關係。 5. 賦權領導不會正向調節遠距工作與組織自尊之間的關係。;Employee innovative behavior is a critical source of competitive advantage for organizations. As such, companies are actively seeking management approaches that can foster innovation among their workforce. In recent years, remote work has become increasingly prevalent and has significantly influenced organizational operations and employee behavior. However, research on the impact of remote work on employee innovative behavior remains limited, particularly regarding the underlying psychological mechanisms and contextual conditions.This study aims to explore the effect of remote work on employee innovative behavior, with organization-based selfesteem (OBSE) serving as a mediating variable to uncover the psychological transmission process. Additionally, the study investigates whether empowering leadership moderates the relationship between remote work and OBSE. Through this research, we seek to clarify how remote work influences innovation and provide practical insights for organizations in designing flexible work arrangements and leadership practices to promote innovation. This study surveyed remote workers in Taiwan. After excluding invalid responses, a total of 239 valid questionnaires were collected. The results indicate the following: 1. Remote work is positively related to employee innovative behavior. 2. Remote work is positively related to organization-based self-esteem. 3. Organization-based self-esteem is positively related to employee innovative behavior. 4. Organization-based self-esteem mediates the relationship between remote work and employee innovative behavior. 5. Empowering leadership does not positively moderate the relationship between remote work and organization-based self-esteem. <br> Fri, 06 Mar 2026 10:13:47 GMT https://ir.lib.ncu.edu.tw/handle/987654321/99161 title: 主管悖論思維之期待與感知一致性對部屬績效之影響-內隱領導理論的觀點;The Impact of Expectation–Perception Consistency in Supervisors’ Paradoxical Thinking on Subordinates’ Performance: An Implicit Leadership Theory Perspective abstract: 在當今多變且充滿不確定性的組織環境中，管理者常面臨目標衝突、資源有限與多元利害關係人之間的張力，這些情境促使領導者必須同時擁抱並整合對立的需求與觀點，擁有悖論思維已成為達成長期績效與持續創新的重要關鍵。而悖論領導作為一種兼容並蓄的領導方式，雖被證實能有效因應複雜挑戰，但其實際效果往往取決於部屬的認知與接受程度。本研究以內隱領導理論為基礎，聚焦於部屬對主管悖論思維的期待與感知一致性，並探討此一致性對領導成員交換關係及部屬任務性績效的影響，再進一步檢視經驗開放性的調節效果。 本研究以主管與部屬配對的方式，透過兩階段問卷調查，並回收 190 份有效問卷。研究結果發現，部屬對主管悖論思維期待與感知一致性會正向影響其任務性績效；然而，領導成員交換關係在其中並未展現中介效果。此外，經驗開放性在部屬對主管悖論思維期待與感知一致性，透過領導成員交換關係，進而影響員工任務性績效的過程中具有顯著調節式中介效果。;In today’s dynamic and uncertain organizational environment, managers frequently encounter tensions arising from conflicting goals, limited resources, and the demands of multiple stakeholders. These challenges require leaders to simultaneously embrace and integrate opposing needs and perspectives. Possessing paradoxical thinking has thus become a critical capability for achieving long-term performance and sustained innovation. While paradoxical leadership—an inclusive and integrative leadership style—has been shown to address complex challenges effectively, its actual effectiveness often depends on subordinates’ perceptions and levels of acceptance. Grounded in implicit leadership theory, this study investigates the alignment between subordinates’ expectations and perceptions of their supervisors’ paradoxical thinking and examines how this alignment affects leader-member exchange and subordinates’ task performance. Furthermore, this study explores the moderating effect of openness to experience in this process. A two-wave survey was conducted using paired responses from supervisors and subordinates, yielding 190 valid dyads. The results indicate that the consistency between subordinates’ expectations and perceptions of their supervisors’ paradoxical thinking positively influences their task performance. However, leader-member exchange does not mediate this relationship. Moreover, openness to experience moderates the indirect effect of expectation-perception consistency on task performance via leader-member exchange, demonstrating a significant moderated mediation effect. <br> Fri, 06 Mar 2026 10:13:44 GMT https://ir.lib.ncu.edu.tw/handle/987654321/99160 title: 情緒操控對員工幸福感的影響─ 以知覺組織支持與員工韌性為調節式中介變項 abstract: 在高度競爭與快速變動的職場環境中，情緒操控成為主管與同仁互動中的潛在壓力源。透過情緒操控的方式影響員工的情緒狀感受，可能會危及其幸福感，甚至是對組織的信任。因此，本研究以「知覺組織支持」為中介變項、「員工韌性」為調節變項，建構一個調節式中介模型，探討情緒操控對員工幸福感的影響機制。 本研究採用問卷調查法，針對台灣地區具有六個月以上工作經驗之在職員工進行資料蒐集，共計回收207份有效樣本，而此次研究結果顯示：（1）情緒操控負向影響員工幸福感；（2）情緒操控負向影響知覺組織支持；（3）知覺組織支持正向影響員工幸福感；（4）知覺組織支持完全中介情緒操控與員工幸福感之間的負向關係；（5）員工韌性正向調節情緒操控與知覺組織支持之間的關係；（6）員工韌性會調節知覺組織支持在情緒操控與員工幸福感之間的中介效果。 本研究補足現有文獻中對主管情緒操控行為之負面影響機制的探討，並說明知覺組織支持與員工韌性在其中扮演的關鍵角色。即便是具高度韌性的員工，當查覺到情緒操控行為，或感受到組織不真誠的對待時，其對組織的信任感可能會大幅降低。因此，組織應更重視主管的溝通或情緒表達方式所帶來的影響，並致力於建立真誠、具支持性的工作環境，以有效提升員工幸福感。;In today’s highly competitive and rapidly changing work environment, emotional manipulation has emerged as a potential source of stress in interactions between supervisors and employees. When supervisors use emotional manipulation to influence employees’ emotional states, it may undermine their well-being and even erode their trust in the organization. Therefore, this study adopts a moderated mediation model to examine the impact of emotional manipulation on employees’ well-being, with perceived organizational support as a mediating variable and employee resilience as a moderating variable. A questionnaire survey was conducted among employees in Taiwan with at least six months of work experience, yielding 207 valid responses. The results revealed that (1) emotional manipulation negatively affects employee well-being; (2) emotional manipulation negatively affects perceived organizational support; (3) perceived organizational support positively affects employee well-being; (4) perceived organizational support fully mediates the relationship between emotional manipulation and employee well-being; (5) employee resilience positively moderates the relationship between emotional manipulation and perceived organizational support; and (6) employee resilience also moderates the mediating effect of perceived organizational support in the relationship between emotional manipulation and employee well-being. This study contributes to the existing literature by elucidating the detrimental impact of supervisory emotional manipulation and identifying the critical roles of perceived organizational support and employee resilience. It also highlights that even highly resilient employees may experience a significant decline in organizational trust when they perceive manipulative behavior or insincerity from their supervisors. Organizations are therefore encouraged to pay closer attention to supervisors’ communication and emotional expression styles and to foster a sincere, supportive work environment that promotes employee well-being. <br> Fri, 06 Mar 2026 10:13:32 GMT https://ir.lib.ncu.edu.tw/handle/987654321/97180 title: 團隊多樣性與識人智能對團隊績效表現之影響 abstract: 近年來，團隊合作已成為企業不可或缺的互動模式之一。團隊成員在性別、年齡、專業與文化背景的差異可能對溝通、互動，甚至整體績效表現產生影響。如何妥善管理團隊多樣性並協助團隊成員發揮潛能，已成為一項重要的研究議題。 John Mayer於2008年提出了識人智能(Personal Intelligence, PI)，指的是一種能透過觀察與相處，正確推論出他人性格，敏銳察覺其情緒以及情感需求，並以此調整自己與他人的互動策略、做出適當行動的能力。因此，識人智能在團隊中可能有助於促進良好的溝通與合作氛圍。 本研究探討團隊多樣性與識人智能對團隊績效表現之影響，並檢驗識人智能在團隊多樣性以及團隊績效表現之間的調節效果。研究對象為大學及研究所學生，總計回收183份有效樣本，分屬48個團隊。 研究結果顯示，團隊多樣性中的性別與屆別多樣性對團隊績效表現有負向顯著影響，且識人智能會正向調節屆別多樣性與團隊績效表現之間的負向關係，故識人智能在個人層次的調節效果獲得部分支持。;In recent years, teamwork has become an indispensable mode of interaction within organizations. Differences among team members in terms of gender, age, professional background, and cultural experiences may influence communication, interaction, and even overall team performance. Effectively managing team diversity and assisting members in realizing their potential has thus become an important issue. In 2008, John Mayer proposed the concept of personal intelligence, defined as the ability to accurately infer others’ personalities, sensitively perceive their emotions and emotional needs through observation and interaction, and accordingly adjust one’s interaction strategies and actions appropriately. Therefore, personal intelligence may facilitate better communication and a more collaborative atmosphere within teams. This study investigates the effects of team diversity and personal intelligence on team performance. Furthermore, it examines the moderating role of personal intelligence in the relationships between team diversity and team performance. The study participants consisted of college and master students. Received a total of 183 valid responses across 48 teams. The results reveals that gender diversity and batch diversity within teams significantly negatively influenced team performance, while personal intelligence positively moderates the negative relationship between batch diversity and team performance, providing partial support for the moderating effect of personal intelligence at the individual level. <br> Fri, 17 Oct 2025 01:31:36 GMT