政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/132063
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 113822/144841 (79%)
造訪人次 : 51787401      線上人數 : 421
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧：
  • 您可在西文檢索詞彙前後加上"雙引號"，以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋，建議至進階搜尋限定作者欄位，可獲得較完整資料
    •  進階搜尋
    政大機構典藏 > 理學院 > 心理學系 > 學位論文 >  Item 140.119/132063


    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/132063


    題名: 包容性領導對於團隊工作塑造的影響：團隊工作活力旺盛的中介角色
    The Effect of Inclusive Leadership on Team Job Crafting：The Mediating Role of Team Thriving at Work
    作者: 游喨傑
    Yu, Liang-Chieh
    貢獻者: 林姿葶
    游喨傑
    Yu, Liang-Chieh
    關鍵詞: 包容性領導
    團隊工作塑造
    團隊工作活力旺盛
    團隊促進焦點
    Inclusive leadership
    Team job crafting
    Team thriving at work
    Team promotion focus
    日期: 2020
    上傳時間: 2020-10-05 15:16:01 (UTC+8)
    摘要: 在現今變動與不確定的環境下，組織團隊必須隨時因應內部與外部變革，然而僅藉由以往領導者由上而下的變革是不夠的，因此如何激發團隊展現由下而上的團隊工作塑造行為來改善工作任務、流程以增加工作適應力成了組織的重要課題。過往探討團隊工作塑造的相關研究中已指出領導行為對於團隊工作塑造具有關鍵的預測能力，然而對於領導者包容性這類的關係式領導，目前較少有量化的實徵研究出現，尤其在現代多元化團隊的時代下，包容性領導更是格外重要。有鑑於此研究缺口，本研究聚焦於包容性領導，探討包容性領導對於團隊工作塑造的影響，並進一步檢驗團隊工作活力旺盛的中介效果。此外，本研究將團隊促進焦點作為調節變項，並提出調節式中介模型，探究在不同高低團隊促進焦點的情境下對於團隊的影響效果。本研究採來源隔離法，進行主管、部屬一階段的施測，共發放了97套團隊問卷，最後收集33套有效團隊問卷，有效回收率為34%，研究結果發現包容性領導對於團隊工作塑造無顯著效果，包容性領導能夠正向預測團隊工作活力旺盛，然而團隊工作活力旺盛的中介效果不支持，且團隊促進焦點並無顯著的調節效果，而調節式中介的模式亦不成立。最後針對本研究的結果進行討論，說明理論貢獻與實務意涵，並進一步論述研究限制及未來研究方向。
    Under the dynamic and uncertain circumstances, organizational teams need to respond to internal and external changes. However, teams rely solely on top-down change initiated by the leader is inadequate. Hence, how to stimulate teams to exhibit bottom-up team job crafting behaviors so as to improve job tasks and job procedures becomes a critical issue in organization. Previous researches have indicated that leadership behavior holds crucial predictability of team job crafting. However, as for relational leadership such as inclusive leadership, there are few quantitative empirical researches so far. Especially during the modern era of diverse teams, inclusive leadership is particularly significant. In view of this research gap, this study focuses on inclusive leadership, explores the impact of inclusive leadership on team job crafting, and further examines the mediation effect of team thriving at work. Furthermore, this study uses team promotion focus as a moderator, and proposes a moderated mediation model to explore the effect of team promotion focus on teams. This study adopts source separation method to conduct online survey, with one session data collection of team manager and team member from Taiwanese firms including 33 team questionnaires. The results indicate that inclusive leadership has no significant effect on team job crafting, while inclusive leadership can positively predict team thriving at work. However, the mediation effect of team thriving at work is not supported, and the moderation effect of team promotion focus is nonsignificant, hence the moderated mediation model is not supported. Finally, the discussion, theoretical contribution and practical implications, the limitations and future research are further discussed.
    參考文獻: 中文部分
    林姿葶、何其霞（2017）。工作團體多工作業多元性團體表現：團體時間規劃程度，
    任務相依性的調節式中介模式。人力資源管理學報，17(3)，59-84。

    英文部分
    Ali, M., Lei, S. H. E. N., Jie, Z. S., & Rahman, M. A. (2018). Empowering leadership and
    employee performance: A mediating role of thriving at work. International Journal of Asian Business and Information Management (IJABIM), 9(2), 1-14.

    Anjum, M. A., Marri, S. R., & Khan, H. (2016). Thriving at work: Evidences from Telecom
    companies in Balochistan. Gomal University Journal of Research (Sciences), 32(2), 36-46.

    Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire (MLQ). Mind
    Garden, 29.

    Bakker, A. B., Tims, M., & Derks, D. (2012). Proactive personality and job performance: The
    role of job crafting and work engagement. Human relations, 65(10), 1359-1378.

    Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic
    review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634-652.

    Bass, B. M., & Bass, R. (2008). Handbook of leadership: Theory, research, and application.
    Free Press

    Batt, R. (2002). Managing customer services: Human resource practices, quit rates, and sales
    growth. Academy of management Journal, 45(3), 587-597.


    Bavik, A., Bavik, Y. L., & Tang, P. M. (2017). Servant leadership, employee job crafting, and
    citizenship behaviors: a cross-level investigation. Cornell Hospitality Quarterly, 58(4),
    364-373.

    Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2008). What is job crafting and why does it
    matter. Retrieved form the website of Positive Organizational Scholarship on April, 15, 2011.

    Biemann, T., Cole, M. S., & Voelpel, S. (2012). Within-group agreement: On the use (and
    misuse) of rWG and rWG (J) in leadership research and some best practice guidelines. The Leadership Quarterly, 23(1), 66-80.

    Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications
    for data aggregation and analysis.

    Bowen, D. E., & Schneider, B. (1995). Winning the service game. Harvard Business School
    Press, Boston, MA.

    Brockner, J., & Higgins, E. T. (2001). Regulatory focus theory: Implications for the study of
    emotions at work. Organizational behavior and human decision processes, 86(1), 35-66.

    Carmeli, A., & Spreitzer, G. M. (2009). Trust, connectivity, and thriving: Implications for
    innovative behaviors at work. The Journal of Creative Behavior, 43(3), 169-191.

    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.

    Cashman, K., & Forem, J. (2003). Awakening the leader within: A story of transformation.
    John Wiley & Sons.

    Chen, G., & Bliese, P. D. (2002). The role of different levels of leadership in predicting self-
    and collective efficacy: Evidence for discontinuity. Journal of Applied Psychology, 87(3), 549.
    Chen, G., & Kanfer, R. (2006). Toward a systems theory of motivated behavior in work
    teams. Research in organizational behavior, 27, 223-267.

    Chiaburu, D. S., Smith, T. A., Wang, J., & Zimmerman, R. D. (2014). Relative importance of
    leader influences for subordinates’ proactive behaviors, prosocial behaviors, and task
    performance. Journal of Personnel Psychology.

    Choi, S. B., Tran, T. B. H., & Park, B. I. (2015). Inclusive leadership and work engagement:
    Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: an international journal, 43(6), 931-943.

    Choi, S. B., Tran, T. B. H., & Kang, S. W. (2017). Inclusive leadership and employee well-
    being: The mediating role of person-job fit. Journal of Happiness Studies, 18(6), 1877-1901.

    Dweck, C. S. (1986). Motivational processes affecting learning. American
    psychologist, 41(10), 1040.

    Elliott, E. S., & Dweck, C. S. (1988). Goals: An approach to motivation and
    achievement. Journal of personality and social psychology, 54(1), 5.

    Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant
    leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132.

    Galvin, B. M., Waldman, D. A., & Balthazard, P. (2010). Visionary communication qualities
    as mediators of the relationship between narcissism and attributions of leader
    charisma. Personnel Psychology, 63(3), 509-537.\\

    Grant, A. M., & Parker, S. K. (2009). 7 redesigning work design theories: the rise of
    relational and proactive perspectives. The Academy of Management Annals, 3(1), 317-
    375.


    Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance:
    Positive behavior in uncertain and interdependent contexts. Academy of management journal, 50(2), 327-347.

    Hayes, A. F. (2013). Model templates for PROCESS for SPSS and SAS.

    Henker, N., Sonnentag, S., & Unger, D. (2015). Transformational leadership and employee
    creativity: the mediating role of promotion focus and creative process engagement. Journal of Business and Psychology, 30(2), 235-247.

    Higgins, E. T., & Spiegel, S. (2004). Promotion and prevention strategies for self-regulation:
    A motivated cognition perspective.

    Hildenbrand, K., Sacramento, C. A., & Binnewies, C. (2018). Transformational
    leadership and burnout: The role of thriving and followers’ openness to experience. Journal of occupational health psychology, 23(1), 31.

    Hirak, R., Peng, A. C., Carmeli, A., & Schaubroeck, J. M. (2012). Linking leader
    inclusiveness to work unit performance: The importance of psychological safety and learning from failures. The Leadership Quarterly, 23(1), 107-117.

    Hirst, G., Van Knippenberg, D., & Zhou, J. (2009). A cross-level perspective on employee
    creativity: Goal orientation, team learning behavior, and individual creativity. Academy of management journal, 52(2), 280-293.

    Hope Pelled, L., Ledford, Jr, G. E., & Albers Mohrman, S. (1999). Demographic dissimilarity
    and workplace inclusion. Journal of Management studies, 36(7), 1013-1031.

    Hung, T. K., & Wang, C. H. (2019). A Cross-Level Investigation of Team-member Exchange
    on Team and Individual Job Crafting with the Moderating Effect of Regulatory Focus.

    James, L. R., Demaree, R. G., & Wolf, G. (1993). rwg: An assessment of within-group
    interrater agreement. Journal of applied psychology, 78(2), 306.

    Javed, B., Naqvi, S. M. M. R., Khan, A. K., Arjoon, S., & Tayyeb, H. H. (2019). Impact of
    inclusive leadership on innovative work behavior: The role of psychological
    safety. Journal of Management & Organization, 25(1), 117-136.

    Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-
    analytic test of their relative validity. Journal of applied psychology, 89(5), 755.

    Kark, R., & Van Dijk, D. (2007). Motivation to lead, motivation to follow: The role of the
    self-regulatory focus in leadership processes. Academy of Management Review, 32(2),
    500-528.

    Kim, M., & Beehr, T. A. (2018). Can empowering leaders affect subordinates’ well-being and
    careers because they encourage subordinates’ job crafting behaviors?. Journal of Leadership & Organizational Studies, 25(2), 184-196.

    Kim, H., Im, J., & Qu, H. (2018). Exploring antecedents and consequences of job
    crafting. International Journal of Hospitality Management, 75, 18-26.

    Kim, H., Im, J., Qu, H., & NamKoong, J. (2018). Antecedent and consequences of job
    crafting: an organizational level approach. International Journal of Contemporary Hospitality Management.

    Kleine, A. K., Rudolph, C. W., & Zacher, H. (2019). Thriving at work: A meta‐
    analysis. Journal of Organizational Behavior.

    Kozlowski, S. W., & Hattrup, K. (1992). A disagreement about within-group agreement:
    Disentangling issues of consistency versus consensus. Journal of applied psychology, 77(2), 161.

    Lanaj, K., Chang, C. H., & Johnson, R. E. (2012). Regulatory focus and work-related
    outcomes: a review and meta-analysis. Psychological bulletin, 138(5), 998.



    Leana, C., Appelbaum, E., & Shevchuk, I. (2009). Work process and quality of care in early
    childhood education: The role of job crafting. Academy of Management Journal, 52(6), 1169-1192.

    Li, J. (2015). The mediating roles of job crafting and thriving in the LMX-employee
    outcomes relationship. Japanese Journal of Administrative Science, 28(1), 39-51.

    Li, N., Guo, Q. Y., & Wan, H. (2019). Leader Inclusiveness and Taking Charge: The Role of
    Thriving at Work and Regulatory Focus. Frontiers in psychology, 10.

    Little, T. D., Cunningham, W. A., Shahar, G., & Widaman, K. F. (2002). To parcel or not to
    parcel: Exploring the question, weighing the merits. Structural equation modeling, 9(2), 151-173.

    Luu, T. T., Rowley, C., Dinh, C. K., Qian, D., & Le, H. Q. (2019). Team Creativity in Public
    Healthcare Organizations: The Roles of Charismatic Leadership, Team Job Crafting, and Collective Public Service Motivation. Public Performance & Management Review, 1-33.

    Marchiondo, L. A., Cortina, L. M., & Kabat‐Farr, D. (2018). Attributions and appraisals of
    workplace incivility: finding light on the dark side?. Applied Psychology, 67(3), 369-400.

    Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership:
    A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372-1395.

    Mhatre, K. H., & Riggio, R. E. (2014). Charismatic and transformational leadership: Past,
    present, and future. The Oxford handbook of leadership and organizations, 221-240.

    Miller, F. A. (1998). Strategic culture change: The door to achieving high performance and
    inclusion. Public personnel management, 27(2), 151-160.


    Mor Barak, M. E., Cherin, D. A., & Berkman, S. (1998). Organizational and personal
    dimensions in diversity climate: Ethnic and gender differences in employee perceptions. The Journal of Applied Behavioral Science, 34(1), 82-104.

    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.

    Niessen, C., Sonnentag, S., & Sach, F. (2012). Thriving at work—A diary study. Journal of
    Organizational Behavior, 33(4), 468-487.

    Niessen, C., Weseler, D., & Kostova, P. (2016). When and why do individuals craft their
    jobs? The role of individual motivation and work characteristics for job crafting. human relations, 69(6), 1287-1313.

    Nix, G. A., Ryan, R. M., Manly, J. B., & Deci, E. L. (1999). Revitalization through self-
    regulation: The effects of autonomous and controlled motivation on happiness and
    vitality. Journal of experimental social psychology, 35(3), 266-284.

    Plomp, J., Tims, M., Khapova, S. N., Jansen, P. G., & Bakker, A. B. (2019). Psychological
    safety, job crafting, and employability: A comparison between permanent and temporary workers. Frontiers in psychology, 10, 974.

    Porath, C., Spreitzer, G., Gibson, C., & Garnett, F. G. (2012). Thriving at work: Toward its
    measurement, construct validation, and theoretical refinement. Journal of
    Organizational Behavior, 33(2), 250-275.

    Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method
    biases in behavioral research: A critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879.



    Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation
    hypotheses: Theory, methods, and prescriptions. Multivariate behavioral research, 42(1), 185-227.

    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.

    Raub, S., & Robert, C. (2010). Differential effects of empowering leadership on in-role and
    extra-role employee behaviors: Exploring the role of psychological empowerment and power values. Human relations, 63(11), 1743-1770.

    Rietzschel, E. F. (2011). Collective regulatory focus predicts specific aspects of team
    innovation. Group Processes & Intergroup Relations, 14(3), 337-345.

    Shin, Y., Kim, M., Choi, J. N., & Lee, S. H. (2016). Does team culture matter? Roles of team
    culture and collective regulatory focus in team task and creative performance. Group & Organization Management, 41(2), 232-265.

    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.

    Shusha, A. (2014). The effects of job crafting on organizational citizenship behavior:
    Evidence from Egyptian medical centers. International Business Research, 7(6), 140.

    Spreitzer, G., Sutcliffe, K., Dutton, J., Sonenshein, S., & Grant, A. M. (2005). A socially
    embedded model of thriving at work. Organization science, 16(5), 537-549.

    Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering leadership in management
    teams: Effects on knowledge sharing, efficacy, and performance. Academy of
    management journal, 49(6), 1239-1251.

    Thakur, M., Bansal, A., & Stokes, P. (2016). The Role of Thriving and Training in Merger
    Success: An Integrative Learning Perspective`, Advances in Mergers and Acquisitions (Advances in Mergers & Acquisitions, Volume 15).

    Thun, S., & Bakker, A. B. (2018). Empowering leadership and job crafting: T he role of
    employee optimism. Stress and Health, 34(4), 573-581.

    Tims, M., & Bakker, A. B. (2010). Job crafting: Towards a new model of individual job
    redesign. SA Journal of Industrial Psychology, 36(2), 1-9.

    Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the job crafting
    scale. Journal of vocational behavior, 80(1), 173-186.

    Tims, M., Bakker, A. B., & Derks, D. (2013). The impact of job crafting on job demands, job
    resources, and well-being. Journal of occupational health psychology, 18(2), 230.

    Tims, M., Bakker, A. B., Derks, D., & Van Rhenen, W. (2013). Job crafting at the team and
    individual level: Implications for work engagement and performance. Group & Organization Management, 38(4), 427-454.

    Wallace, J. C., Butts, M. M., Johnson, P. D., Stevens, F. G., & Smith, M. B. (2016). A
    multilevel model of employee innovation: Understanding the effects of regulatory focus, thriving, and employee involvement climate. Journal of Management, 42(4), 982-1004.

    Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008).
    Authentic leadership: Development and validation of a theory-based measure. Journal of
    management, 34(1), 89-126.

    Walumbwa, F. O., Muchiri, M. K., Misati, E., Wu, C., & Meiliani, M. (2018). Inspired to
    perform: A multilevel investigation of antecedents and consequences of thriving at work. Journal of Organizational Behavior, 39(3), 249-261.


    Wang, H., Demerouti, E., & Bakker, A. B. (2016). A review of job-crafting research: The role
    of leader behaviors in cultivating successful job crafters. In Proactivity at work (pp. 95-
    122). Routledge.

    Wang, H. J., Demerouti, E., & Le Blanc, P. (2017). Transformational leadership, adaptability,
    and job crafting: The moderating role of organizational identification. Journal of Vocational Behavior, 100, 185-195.

    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.

    Wu, C. M., & Chen, T. J. (2019). Inspiring prosociality in hotel workplaces: Roles of
    authentic leadership, collective mindfulness, and collective thriving. Tourism
    Management Perspectives, 31, 123-135.
    描述: 碩士
    國立政治大學
    心理學系
    107752011
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0107752011
    資料類型: thesis
    DOI: 10.6814/NCCU202001740
    顯示於類別:[心理學系] 學位論文

    文件中的檔案:

    檔案 描述 大小格式瀏覽次數
    201101.pdf3143KbAdobe PDF20檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回饋