從轉型式領導到創造性績效產出的心理歷程

From transformational leadership to creative performance: The psychological processes of being creative

10.6342/NTU.2004.02270

王安智

核心自我評價 ； 轉型式領導 ； 工作複雜性 ； 創造性績效 ； 創造性自我效能 ； 創新氣候知覺 ； transformational leadership ； perceived creative climates ； core self-evaluation ； job complexity ； creative self-efficacy ； creative performance

國立臺灣大學心理學系學位論文

2004年

碩士

鄭伯壎

繁體中文

儘管在創造力的基礎理論上，已經有不少研究指出可能影響員工創造力水準的情境與個人因子，但對於特定因子到創造性績效產出之間心理歷程的推論依然相當缺乏，並且在非西方文化場域下所進行的相關研究亦極為稀少。基於以上研究缺口，本研究選擇以台灣作為研究背景，深入探討領導者所展現的轉型式領導行為是透過怎樣的歷程，對部屬的創造性績效產出發生影響。藉由源自8家電子通訊公司與 2家銀行金融商品開發部門、共190對的部屬與主管對偶問卷樣本，本研究發現主管所展現的轉型式領導，是透過增強部屬對創新氣候與自身核心自我評價的知覺，使部屬形成有益於創造力發揮的創造性自我效能認定，從而在創造性績效上增加產出水準。此外，工作複雜性對於創造性自我效能與創造性績效之間的關係亦具有顯著的調節效果。此一結果在控制共同方法變異之後仍相當顯著，於資料解釋的適合度上也優於其他可能的模式。因此根據此一結果，本研究進一步探討所得結果在理論與管理實務上的貢獻、限制與意涵。

Although there are many researchers pointing out that contextual factors like leadership are related to employee creativity, the psychological process between those factors and creative performance is rarely mentioned in the literature. Sampling from 190 employees and their supervisors through 10 companies in Taiwan, the result showed that transformational leadership was positively related to employees’ perceived creative climates in work environments and also their core self-evaluations, thereby formed their creative self-efficacies, which could positively influence their output level of creative performance. Furthermore, it was also found that job complexity moderated the relationship between creative self-efficacy and creative performance. Related implications of these results for research and practice are discussed.

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