雙元領導與員工創新行為、員工建言行為 之關聯性探討 — 以工作動機為中介變項;nono

NCUIR > School of Management at National Central University > Graduate Institute of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/85508

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Title:	雙元領導與員工創新行為、員工建言行為之關聯性探討 — 以工作動機為中介變項;nono
Authors:	熊佳怡;Hsiung, Chia-yi
Contributors:	人力資源管理研究所
Keywords:	雙元領導;內部動機;外部動機;員工創新行為;員工建言行為;Ambidextrous leadership;Internal motivation;Extrinsic motivation;Employee’s innovative behavior;Employee’s voice behavior
Date:	2021-06-15
Issue Date:	2021-12-07 10:53:47 (UTC+8)
Publisher:	國立中央大學
Abstract:	身處複雜多變的企業外部環境，雙元領導應保持當前的競爭優勢，同時有效預見未來的發展趨勢，靈活調整組織策略應對不確定性日益加劇的環境，以實現組織持續性的創新與發展。本研究以自我決定理論為基礎，探討認知視角下雙元領導 (開放式領導、閉合式領導) 對員工工作動機與員工創新行為及員工建言行為之間的關聯性，透過 206 份有效問卷樣本進行統計分析，結果研究發現:(1)雙元領導對員工創新行為具有顯著的負向影響(2)雙元領導對員工建言行為具有負向但不顯著的影響(3)雙元領導對內部動機具有顯著的正向影響(4)雙元領導對外部動機無顯著的影響(5)內部動機對員工創新行為有顯著的正向影響(6)外部動機對員工創新行為有顯著的正向影響(7)內部動機對員工建言行為有顯著的正向影響(8)外部動機對員工建言行為有顯著的正向影響(9)內部動機在雙元領導與員工創新行為及員工建言行為具有中介效果(10)外部動機在雙元領導與員工創新行為及員工建言行為不具中介效果。 ;In a complex and ever-changing enterprise external environment, ambidextrous leadership should maintain their current competitive advantages, while effectively foreseeing future development trends, and flexibly adjust organizational strategies to cope with the increasingly uncertain environment to achieve sustainable organizational innovation and development. This research is based on Self-Determination Theory.From the cognitive perspective, the ambidextrous leadership (opening leadership and closing leadership) on the correlation between the work motivation of employees and employees’ innovative behaviors and employees’ suggestive behaviors was investigated through statistical analysis of 206 valid questionnaire samples.The research conclusions are as follows : (1) Ambidextrous leadership have significantly negative influences on employee’s innovation behavior . (2) Ambidextrous leadership have nonsignificant negative influences on employee’s voice behavior. (3)Ambidextrous leadership have significantly positive influences on employee’s internal motivation. (4) Ambidextrous leadership have nonsignificant influences on employee’s extrinsic motivation. (5) Internal motivation have significantly positive influences on employee’s innovative behavior. (6) Extrinsic motivation have significantly positive influences on employee’s innovative behavior. (7) Internal motivation have significantly positive influences on employee’s voice behavior. (8) Extrinsic motivation have significantly positive influences on employee’s voice behavior. (9) Internal motivation has mediating effect between employee’s innovative behavior and employee’s voice behavior. (10) Extrinsic motivation has no mediating effect between employee’s innovative behavior and employee’s voice behavior.
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