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

Abstract

None.

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.