Responsive image
博碩士論文 etd-0517122-151147 詳細資訊
Title page for etd-0517122-151147
論文名稱
Title
包容性領導對員工工作投入的影響:心理賦能與工作塑造之中介效果
Inclusive Leadership and Work Engagement: The Mediating Roles of Psychological Empowerment and Job Crafting
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
66
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2022-05-27
繳交日期
Date of Submission
2022-06-17
關鍵字
Keywords
包容性領導、心理賦能、工作塑造、結構方程模型、中介效果
Inclusive Leadership, Psychological Empowerment, Job Crafting, Structural Equation Modeling, Mediation
統計
Statistics
本論文已被瀏覽 435 次,被下載 131
The thesis/dissertation has been browsed 435 times, has been downloaded 131 times.
中文摘要
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。
Abstract
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.
目次 Table of Contents
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
參考文獻 References
Aggarwal, A., Chand, P. K., Jhamb, D., & Mittal, A. (2020). Leader–member exchange, work engagement, and psychological withdrawal behavior: The mediating role of psychological empowerment. Frontiers in Psychology, 11, 423.
Almeida, F., Santos, J. D., & Monteiro, J. A. (2020). The challenges and opportunities in the digitalization of companies in a post-COVID-19 World. IEEE Engineering Management Review, 48(3), 97–103.
Amor, A. M., Xanthopoulou, D., Calvo, N., & Vázquez, J. P. A. (2021). Structural empowerment, psychological empowerment, and work engagement: A cross-country study. European Management Journal, 39(6), 779–789.
Ashikali, T., Groeneveld, S., & Kuipers, B. (2021). The role of inclusive leadership in supporting an inclusive climate in diverse public sector teams. Review of Public Personnel Administration, 41(3), 497–519.
Avery, D. R., McKay, P. F., & Wilson, D. C. (2007). Engaging the aging workforce: The relationship between perceived age similarity, satisfaction with coworkers, and employee engagement. Journal of Applied Psychology, 92(6), 1542.
Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology.
Barbier, M., Hansez, I., Chmiel, N., & Demerouti, E. (2013). Performance expectations, personal resources, and job resources: How do they predict work engagement? European Journal of Work and Organizational Psychology, 22(6), 750–762.
Bartunek, J. M., & Spreitzer, G. M. (2006). The interdisciplinary career of a popular construct used in management: Empowerment in the late 20th century. Journal of Management Inquiry, 15(3), 255–273.
Bentler, P. M., & Bonett, D. G. (1980). Significance tests and goodness of fit in the analysis of covariance structures. Psychological Bulletin, 88(3), 588.
Bourke, J., Titus, A., & Espedido, A. (2020). The key to inclusive leadership. Harvard Business Review, 2–5.
Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87(1), 138–157.
Brislin, R. W. (1980). Cross-cultural research methods. In Environment and culture (pp. 47–82). Springer.
Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260.
Chang, S.-J., Van Witteloostuijn, A., & Eden, L. (2010). From the editors: Common method variance in international business research. In Journal of international business studies (Vol. 41, Issue 2, pp. 178–184). Springer.
Chen, S.-L., Shih, C.-T., & Chi, N.-W. (2018). A multilevel job demands–resources model of work engagement: Antecedents, consequences, and boundary conditions. Human Performance, 31(5), 282–304.
Chin, W. W. (1998). The partial least squares approach to structural equation modeling. Modern Methods for Business Research, 295(2), 295–336.
De Bruin, G. P., & Henn, C. M. (2013). Dimensionality of the 9-item Utrecht work engagement scale (UWES-9). Psychological Reports, 112(3), 788–799.
Deci, E. L., & Ryan, R. M. (1985). The general causality orientations scale: Self-determination in personality. Journal of Research in Personality, 19(2), 109–134.
Demerouti, E., Bakker, A. B., & Gevers, J. M. (2015). Job crafting and extra-role behavior: The role of work engagement and flourishing. Journal of Vocational Behavior, 91, 87–96.
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499.
Dillon, B., & Bourke, J. (2016). The six signature traits of inclusive leadership: Thriving in a diverse new world. Deloitte University Press. Available at https://www2.deloitte.com/content/dam/Deloitte/au/Documents/human-capital/deloitte-au-hc-six-signature-traits-inclusive-leadership-020516.pdf.
Fong, K. H., & Snape, E. (2015). Empowering leadership, psychological empowerment and employee Outcomes: Testing a multi-level mediating model. British Journal of Management, 26(1), 126–138.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.
Frank, J., Lambert, E. G., & Qureshi, H. (2017). Examining police officer work stress using the job demands–resources model. Journal of Contemporary Criminal Justice, 33(4), 348–367.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis (7th Edition). Pearson.
Hakanen, J. J., Bakker, A. B., & Turunen, J. (2021). The relative importance of various job resources for work engagement: A concurrent and follow-up dominance analysis. BRQ Business Research Quarterly, 23409444211012420.
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513.
Hollander, E. (2009). Inclusive leadership: The essential leader-follower relationship. Routledge.
Hu, L., & Bentler, P. M. (1998). Fit indices in covariance structure modeling: Sensitivity to underparameterized model misspecification. Psychological Methods, 3(4), 424.
Hu, L., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1–55.
Javed, B., Khan, A. A., Bashir, S., & Arjoon, S. (2017). Impact of ethical leadership on creativity: The role of psychological empowerment. Current Issues in Tourism, 20(8), 839–851.
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
Kooij, D. T., De Lange, A. H., & Van De Voorde, K. (2021). Stimulating job crafting behaviors of older workers: The influence of opportunity-enhancing human resource practices and psychological empowerment. European Journal of Work and Organizational Psychology, 1–13.
Kuijpers, E., Kooij, D. T., & van Woerkom, M. (2020). Align your job with yourself: The relationship between a job crafting intervention and work engagement, and the role of workload. Journal of Occupational Health Psychology, 25(1), 1.
Marsh, H. W., Hau, K.-T., & Grayson, D. (2005). Goodness of fit in structural equation models.
Matsuo, M. (2019). Personal growth initiative as a predictor of psychological empowerment: The mediating role of job crafting. Human Resource Development Quarterly, 30(3), 343–360.
May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77(1), 11–37.
Monteiro, S., Marques Pinto, A., & Roberto, M. S. (2016). Job demands, coping, and impacts of occupational stress among journalists: A systematic review. European Journal of Work and Organizational Psychology, 25(5), 751–772.
Mubarak, F., & Noor, A. (2018). Effect of authentic leadership on employee creativity in project-based organizations with the mediating roles of work engagement and psychological empowerment. Cogent Business & Management, 5(1), 1.
Muthén, B., & Muthén, B. O. (2017). Mplus user’s guide (8th ed.). (Vol. 123). Muthén & Muthén.
Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(7), 941–966.
Paustian-Underdahl, S. C., Walker, L. S., & Woehr, D. J. (2014). Gender and perceptions of leadership effectiveness: A meta-analysis of contextual moderators. Journal of Applied Psychology, 99(6), 1129.
Petrou, P., Demerouti, E., Peeters, M. C., Schaufeli, W. B., & Hetland, J. (2012). Crafting a job on a daily basis: Contextual correlates and the link to work engagement. Journal of Organizational Behavior, 33(8), 1120–1141.
Pieterse, A. N., Van Knippenberg, D., Schippers, M., & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609–623.
Podsakoff, N. P., LePine, J. A., & LePine, M. A. (2007). Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: A meta-analysis. Journal of Applied Psychology, 92(2), 438.
Pradhan, R. K., Panda, M., & Jena, L. K. (2017). Transformational leadership and psychological empowerment: The mediating effect of organizational culture in Indian retail industry. Journal of Enterprise Information Management.
Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203.
Roberson, Q., & Perry, J. L. (2021). Inclusive leadership in thought and action: A thematic analysis. Group & Organization Management, 10596011211013160.
Rudman, L. A., & Kilianski, S. E. (2000). Implicit and explicit attitudes toward female authority. Personality and Social Psychology Bulletin, 26(11), 1315–1328.
Saif, N. I., & Saleh, A. S. (2013). Psychological empowerment and job satisfaction in Jordanian hospitals. International Journal of Humanities and Social Science, 3(16), 250–257.
Schaufeli, W. B. (2015). Engaging leadership in the job demands-resources model. Career Development International.
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(3), 293–315.
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66(4), 701–716.
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92.
Schermuly, C. C., & Meyer, B. (2020). Transformational leadership, psychological empowerment, and flow at work. European Journal of Work and Organizational Psychology, 29(5), 740–752.
Shakil, R. M., Memon, M. A., & Ting, H. (2021). Inclusive leadership and innovative work behaviour: The mediating role of job autonomy. Quality & Quantity, 1–15.
Shin, Y., Hur, W.-M., & Choi, W.-H. (2020). Coworker support as a double-edged sword: A moderated mediation model of job crafting, work engagement, and job performance. The International Journal of Human Resource Management, 31(11), 1417–1438.
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262–1289.
Simons, T., Leroy, H., Collewaert, V., & Masschelein, S. (2015). How leader alignment of words and deeds affects followers: A meta-analysis of behavioral integrity research. Journal of Business Ethics, 132(4), 831–844.
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.
Sweeney, C., & Bothwick, F. (2016). Inclusive Leadership: The Definitive Guide to Developing and Executing an Impactful Diversity and Inclusion Strategy:-Locally and Globally. Pearson UK.
Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the job crafting scale. Journal of Vocational Behavior, 80(1), 173–186.
Tummers, L. G., & Bakker, A. B. (2021). Leadership and job demands-resources theory: A systematic review. Frontiers in Psychology, 12.
Ugwu, F. O., Onyishi, I. E., & Rodríguez-Sánchez, A. M. (2014). Linking organizational trust with employee engagement: The role of psychological empowerment. Personnel Review.
van Mierlo, H., & Bakker, A. B. (2018). Crossover of engagement in groups. Career Development International.
Van Steenbergen, E. F., van der Ven, C., Peeters, M. C., & Taris, T. W. (2018). Transitioning towards new ways of working: Do job demands, job resources, burnout, and engagement change? Psychological Reports, 121(4), 736–766.
Van Wingerden, J., Derks, D., & Bakker, A. B. (2018). Facilitating interns’ performance: The role of job resources, basic need satisfaction and work engagement. Career Development International.
Viljevac, A., Cooper-Thomas, H. D., & Saks, A. M. (2012). An investigation into the validity of two measures of work engagement. The International Journal of Human Resource Management, 23(17), 3692–3709.
Wang, S., & Liu, Y. (2015). Impact of professional nursing practice environment and psychological empowerment on nurses’ work engagement: Test of structural equation modelling. Journal of Nursing Management, 23(3), 287–296.
Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of Applied Psychology, 87(3), 590.
Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201.
Zhu, J., Xu, S., & Zhang, B. (2020). The paradoxical effect of inclusive leadership on subordinates’ creativity. Frontiers in Psychology, 2960.
Zimmerman, M. A. (1995). Psychological empowerment: Issues and illustrations. American Journal of Community Psychology, 23(5), 581–599.
電子全文 Fulltext
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。
論文使用權限 Thesis access permission:校內校外完全公開 unrestricted
開放時間 Available:
校內 Campus: 已公開 available
校外 Off-campus: 已公開 available


紙本論文 Printed copies
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。
開放時間 available 已公開 available

QR Code