| Summary: | 博士 === 國立雲林科技大學 === 企業管理系博士班 === 101 === This study investigated the effects that empowerment leadership and psychological empowerment have on organizational citizenship behavior (OCB). The subjects of the study were the southern divisions of an insurance company. Pairing questionnaires were collected from 31 managers and 239 employees at the collection departments. The data were then analyzed using various methods, such as a correlation analysis, reliability analysis, confirmatory factor analysis (CFA) and hierarchical linear models (HLM). The analysis results revealed that, at the staff level, the employees perceived that psychological empowerment positively affects OCB; at the group level, the supervisor’s empowerment leadership positively influences OCB; at the cross-level, psychological empowerment functions as a completely mediator between the supervisor’s empowerment leadership and the employees’ OCB.
The contribution of this study is twofold. First, restrained by statistical techniques, there has been scant research in the past into the effect that empowerment leadership and psychological empowerment have on OCB at the cross-level. The majority of previous studies were carried out at a single-level. This study, however, attempted to explore the relationship among the three variables using a cross-level analysis model. Second, this study aimed to clarify psychological empowerment’s role as a mediator between empowerment leadership and OCB. The author, supported by research findings, suggest that companies should understand how empowerment leadership affects OCB via employees'' perceived psychological empowerment.
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