The influence of the manager leadership on Employee's creativity and job satisfaction

• Main Authors: Chou,Ming-Hung, 周明鴻
• Other Authors: Wang,Ching-Wen
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/ps6eph

碩士 === 國立中興大學 === 企業管理學系研究所 === 93 === Abstract “National prosperity is created, not inherited” (Porter, 1990). These few, simple words aptly convey the necessity of innovation for corporate and national competitiveness. The corporate must be innovate capability and it can make more value added. The intention resignation was influence employee training cost and high resignation rate also influence employee’s morale. Some studies have found that high job will weaken the intention to quit. Consequently, to enhance employee’s creativities and job satisfaction are very important. In this study, transactional and transformational leadership are used as independent variable, intrinsic motivation as a mediate variable, and creativity and job satisfaction as dependent variable. Besides, this study uses hierarchical regression analysis to testify the hypothesis based on data collected from 124 R&D employee and 180 auditors. The result is as follows: 1. The transactional leadership has positive effects on employee’s creativity and job satisfaction more than transformational leadership. 2. Intrinsic motivation mediates the relationship between transformational leadership and creativity. 3. The transformational leadership has positive effects on intrinsic motivation. 4. The intrinsic motivation has positive effects on employee’s creativity and job satisfaction. 5. Intrinsic motivation partially mediates the relationship between transformational leadership and job satisfaction. 6. The job satisfaction has positive effects on employee’s creativity. 7. Mix leadership can not effect perception of R&D employee’s creativity but auditors can. 8. Mix leadership can not effect perception of auditors’ job satisfaction.