| Summary: | 碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 106 === In response to a highly changing and competitive environment, companies must continually develop new products and provide quality services to maintain profitability. A company, which employs differentiating and eclectic strategies will integrate varied leadership styles. Upper and lower level management must cooperate on business strategy. Effective leadership can foster innovation and lead the team in the right direction to reach the goals set by the company. Thus, this study aims to examine the relation between leadership styles and creativity, and to test the mediating role of collective job engagement.
This study adopted questionnaire survey, and collected data from industries such as gaming, high technology, publishing, advertising and software and etc. in Taiwan. Department managers received questionnaires were from research, manufacturing, marketing, HR, and information departments. The unit of analysis was group level, that is, each manager paired with three to five subordinates. A total of 107 sets of questionnaires were distributed and finally 80 sets were retuned with useable data, representing a response rate of 75%.
The research results indicated that open leadership style affected radical creativity and incremental creativity through collective job engagement. In contrast, close leadership style influenced noncreative performance directly. This study suggested that a company should have a good knowledge about their industry and their competencies to formulate competitive business strategies. With corresponding leadership styles, the company could motivate team members to achieve desired performance outcomes.
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