| Summary: | 博士 === 國立成功大學 === 國際經營管理研究所博士班 === 101 === This study extends the literatures of transformational leadership, social learning, and social-determination to explore employee creativity and task performance through the mechanisms of cross-level and mediation effects of psychological empowerment, and person-supervisor fit. This study proposes a model of the impact of both transformational leadership on employee creativity and task performance at both the organizational and individual level through the mechanisms of the cross-level mediation effects of psychological empowerment and person-supervisor fit. Intensively, the samples are drawn from the generational gaps of age cohort between the dyadic relationships of Gen X (i.e., managers) and Gen Y (i.e., individual employees). Then, the research framework of this study is tested on 336 subordinates and 112 managers in R＆D in a cross-sectional research design using Taiwanese high-tech industries and garment industries in Cambodia as the sample.
At the organizational-level, the results suggest that transformational leadership has an important effect on person-supervisor fit. At the individual level, the findings show that there is a positive relationship among psychological empowerment, employee creativity, and employee task performance. At the cross-level, transformational leadership has a direct significant effect on employee’s psychological empowerment. Indeed, person-supervisor fit is positively and significantly related to employee’s psychological empowerment. However, person-supervisor fit has not fund to be positively and significantly related to employee creativity.
At the cross-level mediation effects of psychological empowerment and person-supervisor fit, the results of this study show that psychological empowerment fully mediates the relationship between transformational leadership and task performance. Since previous studies do not simultaneously integrate the cross-level mediation effects of psychological empowerment and person-supervisor fit to investigate how the perceptions of the dyadic relationship between managers and subordinates can enhance employee creativity and task performance. These research findings may also provide significant contributions to both academics and professionals by which to understand matched pairs in employee-supervisor relationships in order to improve employees’ creative performance and meet demands for organizational innovation, as well as organizational expectations. In summary, the results contribute to our understanding of how the mechanisms of the effect of psychological empowerment and person-supervisor fit can manipulate employee creativity and offer insights on how to enhance employee creativity from various transformational leadership perspectives. The implications of the findings along with some practical applications are discussed.
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