本研究運用社會交換理論，採用三階段方式蒐集資料，對在台灣和越南醫療行業工作的152名員工進行調查，旨在探討知覺屈就與員工創造力之間的中介機制和調節因子。

研究結果顯示，當仁慈領導較高時，知覺屈就透過領導者賦權的中介效果對員工創造力的負向間接影響更強。這表明在領導者更加仁慈的情況下，對知覺屈就的負面感知更容易削弱員工的授權感，從而降低他們的創造力。研究結果強調了領導風格在調節知覺屈就與員工創造力關係中的多重重要性。此外，本研究對於知覺屈就與員工創造力之間關係的理論文獻回顧作出了學術貢獻，並提供了將仁慈領導與授權舉措相結合以提升創造力的實務意涵，尤其是對於知覺屈就的員工。

This study applied social exchange theory and employed a three-stage survey method to collect data from 152 healthcare workers in Taiwan and Vietnam to investigate the mechanism and conditional factors of the relationship between perceived overqualification and employee creativity. The moderated mediation analyses show that the negative indirect effect of perceived overqualification toward employee creativity through leader empowerment is stronger when benevolent leadership is higher. This suggests that in contexts where leaders are more benevolent, the negative perception of being overqualified is more likely to diminish employees' sense of empowerment, thereby reducing their creativity. The findings emphasized the multifaceted significance of leadership styles in regulating the association between perceived overqualification and employee creativity. Furthermore, the study is devoted to the literature concerning how perceived overqualification influences employee creativity and provides practical implications for blending benevolent leadership with empowerment initiatives for enhancing creativity, especially for overqualified personnel.

Thesis Validation Letter i
Acknowledgments ii
Abstract (Chinese) v
Abstract (English) vi
1. Introduction 1
1.1 Research Background and Motivation 1
1.2 Research Objectives 3
2. Literature Review 5
2.1 Theoretical Background 5
2.2 Studied Variables 6
2.2.1 Perceived Overqualification (POQ) 6
2.2.2 Employee Creativity (CRE) 7
2.2.3 Leader Empowerment (LEM) 8
2.2.4 Benevolent Leadership (BE) 8
2.3 Hypotheses Development 9
2.3.1 Perceived overqualification and leader empowerment 9
2.3.2 Leader empowerment and employee creativity 10
2.3.3 Perceived overqualification, creativity, and the mediating role of leader empowerment 11
2.3.4 The moderating role of benevolent leadership on the relationship between perceived overqualification and leader empowerment 12
2.3.5 An integrative model 13
3. Methods 14
3.1 Research Framework 14
3.2 Sample and Data Collection Procedures 14
3.3 Participant Demographic Information 16
3.4 Measures 17
3.5 Data Analysis 19
4. Research Results 21
4.1 Pearson Correlation Analysis 21
4.2 Common method variance (CMV) 21
4.3 Confirmatory factor analysis (CFA) 24
4.4 Convergent and Discriminant Validities 25
4.5 Hypothesis testing 26
5. Discussions 34
5.1 Theoretical contributions and implications 34
5.2 Practical contributions and implications 36
5.3 Research limitations and future directions 37
6. Conclusion 39
References 40

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