授權領導被認為是一種獨特的領導類型。這種賦予權力的概念，例如自我確定的目標，與許多現代組織原則一致，例如敏捷和 OKR（目標和關鍵結果）。一些研究證明，這種領導風格會帶來一些積極的工作效應，包括績效和工作滿意度。然而，很少有研究證明授權領導類型與這些效應之間的關係。
在本項研究中，筆者探索了授權領導行為對領導者感知信任的影響，分別為影響情感信任和認知信任，同時，也進一步檢驗了文化維度的調節作用，包括權力距離和個人主義。結果表明，授權行為會對下屬對領導者的情感信任和認知信任帶來積極的影響。關於文化差異，結果表明，權力距離和個人主義在授權領導和認知信任之間沒有顯著的調節作用。因此筆者希望，通過本項研究能夠為授權領導力發展不同的信任來源帶來新的思路和方法，推動本學科的創新與發展。

Empowering leadership was acknowledged as a distinctive type of leadership. The empowering concept, such as autonomous working and self determined goal, congruent with many modern organizational principles, such as agile and OKR (Objective and Key Results). Several studies have proved that this leadership style leads to several positive work outcomes, including performance and job satisfaction. Nevertheless, Few studies have clarified the linkage to those outcomes.
In this research, Author explored how empowering leadership behavior influences a leader's perceived trust, separated into effect on affective trust and cognitive trust, and further analyzed the moderating role of cultural dimension, including power distance and individualism. The result shows that empowering behavior positively influences subordinates’ affective trust and cognitive trust in their leader. Concerning cultural variation, The result shows no significant moderating impact of power distances and individualism between empowering leadership and cognitive trust. To the extent of my knowledge, This study is among the pioneers to explore different sources of trust being developed from empowering leadership, and the finding contributed to sacrace study on the impact of empowering leadership on leader perceived trust.

Thesis Validation Letter i
Dedication ii
Abstract (Chinese) iii
Abstract (English) iv
Table of Figures vii
Table of Tables viii
1. Introduction 1
1.1 Background 1
1.2 Research Objective 2
1.3 Research Gap And Contribution 3
1.4 Summary 4
2. Literature Review 5
2.1 Organizational Empowerment 5
2.2 Empowering Leadership 7
2.3 Trust 7
2.4 Power Distances 9
2.5 Individualism 10
2.6 Research Hypothesis Development 10
2.7 Conclusion 13
3. Research Methodology 14
3.1 Research Approach 14
3.2 Measures 14
3.2.1 Empowering Leadership 14
3.2.2 Affective Trust and Cognitive Trust 16
3.2.3 Power Distances 17
3.2.4 Individualism 18
3.3 Control Variable 19
3.4 Sampling 19
3.4.1 Sample Size 19
3.4.2 Sampling Technique 21
3.4.3 Sampling Result 22
3.5 Conclusion 23
4. Result 24
4.1 Analysis Approach 24
4.2 Factor Analysis 24
4.3 Model Fit 29
4.4 Hypothesis Testing 34
4.5 Conclusion 38
5. Discussion 39
5.1 Implications For Further Research 39
5.2 Managerial Implication 40
5.3 Afterword 40
REFERENCES 41
APPENDIX 48

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