The Relationship of Supervisors’ Empowering Leadership and Subordinates’ Feedback Management Behavior: The Mediating Effect of Trust-in-Supervisor

• Main Authors: Hong-Yi Lai, 賴宏溢
• Other Authors: Jie-Tsuen Huang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/26860071106576385619

碩士 === 國立高雄應用科技大學 === 人力資源發展系 === 99 === Abstract Whether employees’ performance could be improved effectively, and whether leaders have positive impact on subordinates’ behaviors, are both key elements to promote organizational effectiveness. This study explores the effect of supervisors’ empowering leadership behaviors on subordinates’ trust in supervisor, subordinates’ feedback mitigating behavior, and feedback avoiding behavior. The study further examines whether the subordinates’ trust in supervisors has mediating effects in the relationship of supervisors’ empowering leadership behaviors and subordinates’ feedback management behaviors. The samples of this study were primarily the employees of the telecommunications service, and data were collected through the survey of questionnaires. A total of 406 questionnaires were distributed. The valid return rate is 82%. Through the analysis of structural equation modeling, the results are as following: 1.Supervisors’ empowering leadership behaviors has a positive effect on subordinates’ trust in supervisor. 2.Subordinates’ trust in supervisor has a positive effect on their feedback mitigating behaviors. 3.Subordinates’ trust in supervisor has a negative effect on their feedback avoiding behaviors. 4.Subordinates’ trust in supervisor has a mediating effect in the relationship of supervisors’ empowering leadership behaviors and subordinates’ feedback mitigating behaviors. 5.Subordinates’ trust in supervisor has a mediating effect in the relationship of supervisors’ empowering leadership behaviors and subordinates’ feedback avoiding behaviors.