| Summary: | 碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 96 === Employees’ demonstration of creative will do great contribution to organizations’ success, and the demonstration of employees’ innovation behavior is the key factor that affects employees’ work performance. However, leader’s display of mood will affect employees’ performance in the workplace, and the feel of employees’ mood will affect their work engagement and burnout. So the purposes of this study are: (1) to research the path that leader’s positive mood contagion affects employees’ innovation behavior; (2) to research the path that leaders’ negative mood contagion affects employees’ innovation behavior. The subjects were the creative department of advertising agency by purposive sampling method. There were 62 leader and 142 employee’s valid questionnaires that were empirically analyzed by applying the methods. Statistical methods which were adopted to test the hypothesis including confirmatory factor analysis, structural equation models. The research result indicated that: (1) engagement mediated the positive relationships between leader’s positive mood contagion and creative behavior; (2) engagement mediated the negative relationships between leader’s negative mood contagion and creative behavior; (3) burnout mediated the positive relationships between leader’s negative mood contagion and creative behavior. The major implications of the study included: (1) leaders must enhance positive mood contagion, and avoid the occurrence of negative mood contagion; (2) to enhance employees’ work engagement and lower the bad effect of negative mood contagion to work engagement, organizations should supply supportive work environment and worker relationship; (3) in order to avoid the occurrence of burnout, organizations should supply work resources to employees. Keywords: mood contagion, engagement, burnout, innovation behavior
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