mpowering Leadership and Team Innovation: The Mediating Effects of the Covariance of Both Team Processes and Team engagement

• Main Authors: Hung-Ming Hsu, 許宏明
• Other Authors: Huo-Tsan Chang
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/81559340563594315789

博士 === 國立彰化師範大學 === 人力資源管理研究所 === 101 === This study explored the relationships between empowering leadership and team innovation. We focused on the mediating effect of the covariance of both team processes and team engagement. We surveyed 108 R&;D teams that were comprised of 625 R&;D engineers and their 108 supervisors from 46 high-tech companies via two-wave data collection, that is, team innovation was measured through a three-month lag. Structural equation modeling was used to test the hypotheses. Findings showed that: (a) team processes fully mediated the positive relationship between empowering leadership and team innovation; (b) team engagement fully mediated the positive relationship between empowering leadership and team innovation; and (c) the positive covariance of both team processes and team engagement contributed to stimulating the positive effect of empowering leadership on team innovation. Theoretical implications, practical implications, and directions for future research were also discussed.