授能領導與角色基礎的績效: 探討心理賦權與團隊效能的中介效果

• Main Authors: Chen,Long-Rong, 陳隆榮
• Other Authors: Hung,An-yic
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/17589383538887091081

碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 104 === Abstract This research aims at examining the impact of empowering leadership on employee role-based performance. In addition, it explores the mechanisms underlying the impact, that is, psychological empowerment and team efficacy. In so doing, it adopts identity theory to explain that empowering leadership enhances employee individual-level identity and collective-level identity, which in turn, improve a variety of employee role-based performance, including job-role, career-role, innovator-role, team-role and organization-role performance. The research collects data from subjects include manufacturing, insurance, transportation and accounting sectors. The questionnaires were administered to the employees in two phases. In the first phase, they were asked to provide data on empowering leadership, psychological empowerment and team efficacy, and in the second phase, they were asked to provide data on their own role-based performance. A total of 223 useable questionnaires were obtained. Structural equation modeling is used to analyze the research data. The result indicated that psychological empowerment mediated the impacts of empowering leadership on career-role and innovator-role performance while team efficacy mediated the impacts of empowering leadership on job-role, team role and organization-role performance. The results that empowering leadership improves a variety of role-based performance through different mechanisms are consistent with identity theory. That is, for employees to perform a wide range of work roles, organizational leaders need to make employee individual-level identity and collective-level identity salient and give each role adequate opportunities to be performed.