領導行為、心理授權和授權氛圍對創新績效的影響 : 一項多層次研究

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領導行為、心理授權和授權氛圍對創新績效的影響 : 一項多層次研究

 

Author: 袁欣
Yuan, Xin
Title: 領導行為、心理授權和授權氛圍對創新績效的影響 : 一項多層次研究
Ling dao xing wei, xin li shou quan he shou quan fen wei dui chuang xin ji xiao de ying xiang : yi xiang duo ceng ci yan jiu
Effects of leadership, psychological empowerment and empowerment climate on innovation performance : a multi-level approach
Degree: D.Mgt.
Year: 2008
Subject: Hong Kong Polytechnic University -- Dissertations.
Leadership.
Employees -- Rating of.
Department: Graduate School of Business
Pages: xii, 158 leaves ; 30 cm.
Language: Chinese
InnoPac Record: http://library.polyu.edu.hk/record=b2291560
URI: http://theses.lib.polyu.edu.hk/handle/200/4044
Abstract: Innovation is a top concern to any organization in this great era of global competition, information explosion, and drastic economic changes. Managers are facing and dealing with the challenges of how to formulate a strategy that will improve innovation performance, overcome the obstacles to innovation, and cultivate a climate of innovation. Solutions to the above issues are also top concerns in academia. The BCG research on innovation reveals that a leader's desire for innovation and the organization's climate for innovation are the two most critical factors to success of innovation. However, neither the academic study nor the business world has gone far enough to answer what kind of leadership and organization climate would enhance innovation in organizations. Findings of some limited studies show that the transformational leadership is conducive to innovation performance, whereas the findings regarding the relationship between innovation and the transactional leadership are inconsistent. Why do the two leadership styles lead to different results? What effect does leadership have on innovation performance? Is such effect moderated by team's empowerment climate? Is the impact further mediated by the subordinates' psychological empowerment? In addition, are the above-mentioned effects also applied at the team level? This empirical study aims at finding answeres to the above questions. Survey data were collected from 101 teams, including 497 team members, 101 team leaders and senior supervisors, in a large multinational company based in China. Hierarchical linear model was used to examine the hypothesized cross level model, and hierarchical regression analysis was conducted to test the interaction effects on team level. As expected, it was found that: 1, Individual leadership behaviors were positively related to subordinates' innovation performance, and such an effect was partially mediated by subordinates' psychological empowerment perception. 2, The relationship between individual transformational leadership behavior and subordinates' psychology empowerment was moderated by team empowerment climate. The positive relationship between individual transformational leadership behavior and subordinates' psychology empowerment was stronger in teams with lower empowerment climate, compared to those with higher empowerment climate. 3, The relationship between individual transactional leadership behavior and subordinates' psychology empowerment was moderated by team empowerment climate. Individual transactional leadership behavior was positively related to subordinates' psychology empowerment in teams with higher empowerment climate; while negatively related to subordinates' psychology empowerment in teams with lower empowerment climate. 4, Both the transformational leadership and the empowerment climate in team level were positively related to subordinates' innovation performance, while transactional leadership in team level was negatively related to subordinates' innovation performance. The positive relationship between team transformational leadership behavior and team innovation performance was stronger in teams with lower empowerment climate, compared to those with higher empowerment climate. Implications to theories and practices were discussed and directions for future research studies were also proposed.

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