在面臨現今市場、客戶、想法、人才等多樣性的挑戰，領導力在團隊協作中發揮相當關鍵的作用。在過去的研究中，不少研究結果皆支持團隊領導或者部門主管之領導行為對於員工或部屬之工作投入有一定程度的影響。然而，針對包容性領導力之影響的探討卻相對較少。因此，本研究欲探索包容性領導力和工作投入的關係。此外，為了瞭解前述兩個變項之間的是否存在其他可解釋的機制，本研究進一步觀察與探討心理賦能和工作塑造之中介效果。資料收集是在臺灣進行便利抽樣調查，有285名參與者完成了兩階段的線上問卷調查；假設檢定之資料分析採用結構方程模型。研究結果顯示，包容性領導與工作投入呈現顯著正向關係。心理賦能和工作塑造完全中介包容性領導與工作投入的關係。換言之，包容性領導力透過心理賦能和工作塑造對工作投入有顯著正向的影響。最後，本研究將根據研究結果闡述理論貢獻與說明管理意涵，並提出本研究之限制以及建議未來研究方向。

To face the challenge of workplace diversity, leadership plays an important role in team collaboration. Previous research indicated that leadership behaviors have a crucial impact on work engagement. Howbeit, there has been far less research on the effect of inclusive leadership. Therefore, the current study focuses on exploring the antecedent role of inclusive leadership and its predictability of work engagement. Furthermore, to understand the mechanism of the relationship, this study examines psychological empowerment and job crafting as mediators. Convenience sampling was conducted in Taiwan, and 285 participants completed the two-phase online survey. To analyze the collected data and to do hypothesis testing, structural equation modeling was performed. The result indicated the positive association that inclusive leadership had with work engagement. A full mediation of job crafting and psychological empowerment was discovered. Put simply, inclusive leadership significantly influences work engagement through job crafting and psychological empowerment. Finally, the theoretical contributions, managerial contributions, and limitations are discussed.

Validation Letter..........................................................................................i
Acknowledgements...................................................................................ii
摘 要..........................................................................................................iii
Abstract......................................................................................................iv
Table of Contents........................................................................................v
List of Figures...........................................................................................viii
List of Tables..............................................................................................ix
Chapter 1 Introduction...............................................................................1
1.1 Research Background...........................................................................1
1.2 Research Objective................................................................................3
Chapter 2 Literature Review and Hypotheses Development....................4
2.1 Inclusive Leadership and Work Engagement.......................................4
2.2 The Mediating Role of Psychological Empowerment..........................9
2.3 The Mediating Role of Job Crafting.....................................................12
Chapter 3 Research Method......................................................................15
3.1 Research Framework...........................................................................15
3.2 Participants and Procedures...............................................................16
3.3 Measures..............................................................................................18
3.3.1 Inclusive Leadership (Time 1)...........................................................18
3.3.2 Psychological Empowerment (Time 1)............................................19
3.3.3 Job Crafting (Time 2)........................................................................19
3.3.4 Work Engagement (Time 2)..............................................................19
3.3.5 Control Variables...............................................................................20
3.4 Data Analysis........................................................................................20
Chapter 4 Results.......................................................................................22
4.1 Evaluation of the Measurement Model...............................................22
4.1.1 Confirmatory Factor Analysis...........................................................22
4.1.2 Correlations.......................................................................................25
4.2 Hypothesis Testing...............................................................................26
4.2.1 Inclusive Leadership and Work Engagement...................................26
4.2.2 The Form of Mediation......................................................................27
4.2.3 The Mediating Role of PE and JC......................................................27
Chapter 5 Discussion and Conclusion.......................................................30
5.1 Theoretical Implications......................................................................30
5.2 Managerial Implications......................................................................32
5.3 Limitations and Suggestions for Future Research..............................33
References..................................................................................................36
Appendix A: Questionnaire – Part One (English)......................................45
Appendix B: Questionnaire – Part Two (English)......................................48
Appendix C: Questionnaire – Part One (Chinese)......................................51
Appendix D: Questionnaire – Part Two (Chinese)......................................54

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