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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 戚樹誠(Shu-Cheng Chi) | |
| dc.contributor.author | Chyau-Wen Jang | en |
| dc.contributor.author | 張喬雯 | zh_TW |
| dc.date.accessioned | 2021-06-16T10:13:24Z | - |
| dc.date.available | 2020-07-23 | |
| dc.date.copyright | 2020-07-23 | |
| dc.date.issued | 2020 | |
| dc.date.submitted | 2020-07-10 | |
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/60184 | - |
| dc.description.abstract | None. | zh_TW |
| dc.description.abstract | The inclusive leadership style is an emerging construct of research that is known to integrate employees into decisions and support open communication. This study examines inclusive leadership as a predictor of job satisfaction and voice behavior with the mediating role of psychological safety and the moderating role of task routineness. Data were collected from 210 full-time employees in Taiwan through an online survey. Bivariate correlation analysis and Hayes’ PROCESS analyses were used to test the hypotheses. The results showed that the interaction of inclusive leadership significantly predicted voice behavior and job satisfaction. In addition, it was shown that psychologically safety partially mediated the relationships of inclusive leadership with voice behavior and with job satisfaction. However, task routineness was not found to moderate the relationships of inclusive leadership with voice behavior and with job satisfaction. The significance of this study is that it serves as a better understanding of how inclusive leaders can increase voice behavior and job satisfaction among employees. It is hoped that with this study, more attention can be put on applying inclusive leadership in a workplace, and that further research can be done in order to find better ways to implement it in a way that will be beneficial to the overall Taiwanese work culture, leaders, and employees. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-16T10:13:24Z (GMT). No. of bitstreams: 1 U0001-0807202010251900.pdf: 1910391 bytes, checksum: 1793bcf3640fada1837e8bfd893a52a8 (MD5) Previous issue date: 2020 | en |
| dc.description.tableofcontents | ACKNOWLEDGMENTS i ABSTRACT ii CHAPTER ONE: INTRODUCTION 1 1.1 Chapter Overview 1 1.2 Background of the Study 1 1.3 Statement of the Problem 2 1.4 Objectives of the Study 3 1.5 Motivations for the Study 4 1.6 Assumptions of the Study 5 1.7 Delimitations of the Study 5 CHAPTER TWO: LITERATURE REVIEW 6 2.1 Chapter Overview 6 2.2 Inclusive Leadership 6 2.3 Psychological Safety 8 2.4 Task Routineness 9 2.5 Job Satisfaction 10 2.6 Employee Voice Behavior 13 CHAPTER THREE: HYPOTHESES DERIVATION, RESEARCH DESIGN, 15 AND METHODOLOGY 15 3.1 Chapter Overview 15 3.2 Research Process 15 3.3 Research Questions 16 3.4 Research Framework 16 3.5 Hypotheses Derivation 17 3.5.1 Relationship between Inclusive Leadership and Job Satisfaction 17 3.5.2 Relationship between Inclusive Leadership and Employee Voice Behavior 18 3.5.3 Relationship between Inclusive Leadership and Job Satisfaction through Psychological Safety 18 3.5.4 Relationship between Inclusive Leadership and Employee Voice Behavior through Psychological Safety 19 3.5.5 Relationship between Inclusive Leadership and Job Satisfaction through Psychological Safety at High vs. Low Levels of Task Routineness 20 3.5.6 Relationship between Inclusive Leadership and Employee Voice Behavior through Psychological Safety at High vs. Low Levels of Task Routineness 21 3.6 Research Methodology 22 3.7 Measures 23 3.7.1 Inclusive Leadership 23 3.7.2 Psychological Safety 23 3.7.3 Task Routineness 24 3.7.4 Job Satisfaction 24 3.7.5 Employee Voice Behavior 25 3.7.6 Demographic Data 26 3.8 Statistical Analysis 26 CHAPTER FOUR: RESULTS 28 4.1 Chapter Overview 28 4.2 Descriptive Statistics 28 4.2.1 Gender 28 4.2.2 Age 28 4.2.3 Education 28 4.2.4 Total Work Tenure 29 4.2.5 Current Job Tenure 29 4.2.6 Supervisor’s Gender 29 4.2.7 Supervisor’s Management Level 29 4.3 Reliability 30 4.4 Pearson Correlation Analysis 30 4.5 Regression and Correlation Analysis 33 4.6 Psychological Safety as a Mediator 34 4.6.1 Job Satisfaction 35 4.6.2 Employee Voice Behavior 37 4.7 Task Routineness as a Moderator 39 4.7.1 Job Satisfaction 40 4.7.2 Voice Behavior 42 4.8 Post-hoc Analysis 44 4.8.1 Relationship between Inclusive Leadership and Employee Voice Behavior through Job Satisfaction 44 CHAPTER FIVE: DICUSSION AND CONCLUSIONS 47 5.1 Chapter Overview 47 5.2 Discussion 47 5.2.1 Summary of results 47 5.2.2 Theoretical Implications 50 5.2.3 Practical Implications 51 5.3 Summary of Research 52 5.4 Limitations of the Study 52 5.5 Future Research 53 5.6 Conclusion 54 REFERENCES 55 APPENDIX A : SURVEY QUESTIONNAIRE (ENGLISH) 64 APPENDIX B: SURVEY QUESTIONNAIRE (MANDARIN CHINESE) 73 | |
| dc.language.iso | en | |
| dc.subject | 心理安全 | zh_TW |
| dc.subject | 包容性領導 | zh_TW |
| dc.subject | 工作例行性 | zh_TW |
| dc.subject | 工作滿意度 | zh_TW |
| dc.subject | 言語行為 | zh_TW |
| dc.subject | inclusive leadership | en |
| dc.subject | psychological safety | en |
| dc.subject | task routineness | en |
| dc.subject | job satisfaction | en |
| dc.subject | employee voice behavior | en |
| dc.title | 包容性領導對員工工作滿意度和言語行為的影響：觀察心理安全之中介角色及工作例行性之干擾角色 | zh_TW |
| dc.title | The Effects of Inclusive Leadership on Employee Job Satisfaction and Voice Behavior: Investigating the Mediating Role of Psychological Safety and the Moderating Role of Task Routineness | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 108-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 劉念琪(Nien-Chi Liu),黃家齊(Jia-Chi Huang) | |
| dc.subject.keyword | 包容性領導,心理安全,工作例行性,工作滿意度,言語行為, | zh_TW |
| dc.subject.keyword | inclusive leadership,psychological safety,task routineness,job satisfaction,employee voice behavior, | en |
| dc.relation.page | 77 | |
| dc.identifier.doi | 10.6342/NTU202001379 | |
| dc.rights.note | 有償授權 | |
| dc.date.accepted | 2020-07-13 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 商學研究所 | zh_TW |
| 顯示於系所單位： | 商學研究所 | |
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