仁慈的雙面刃：仁慈領導對創造力績效的雙路徑模式

Abstract

過去文獻指出仁慈領導可能透過心理安全與服從不貳對部屬創造力績效產生正向與負向兩種影響路徑，然而，尚無實徵研究同時檢驗這兩種路徑，特別是仁慈領導如何與何時對創造力績效產生正向與負向影響。為了補足上述缺口，本研究回應過去文獻，以心理安全與服從不貳分別作為正向與負向路徑的中介，並探討工作自主性在這兩個中介效果上扮演的調節作用。本研究選取跨產業樣本，採用主管與部屬配對問卷，總計回收203筆對偶資料。結果顯示：在雙路徑模型中，心理安全在仁慈領導與創造力績效之間具有正向中介效果，但仁慈領導並不會透過服從不貳的中介，對創造力績效產生負向的預測效果；另外，工作自主性能夠調節（弱化）服從不貳的負向中介效果，卻不會調節心理安全之正向中介效果。本研究進一步探討所得結果在理論與實務上的貢獻、限制及意涵。

Past literature suggests that benevolent leadership (BL) might have positive and negative effect on employee creative performance (CP). However, research has only found the positive relationship between BL and CP under certain situation. It is not clear regarding how and when does BL influence CP negatively. In order to fill up the research gap, the present study investigated the mediation effect of psychological safety (PS) and subordinate loyalty (SL) as well as identified job autonomy (JA) as moderator that influence the mediation effect of PS and SL. Using 203 dyad of supervisors and subordinates as samples, the present study found that BL influences CP positively through PS, however, BL does not have negative impact on CP via SL. Also, JA has significant moderating effect on the mediation effect of SL. When JA is high, the negative mediation effect of SL is weaker; when the moderator is low, the negative mediation effect is stronger. This study extends the creativity literature by establishing the mediation process between BL and CP.