綏之動之，創意斯來？主管對部屬人際情感調節對部屬創造力之影響：調節焦點理論觀點

Abstract

主管是組織中員工創造力的管理者，主管對部屬的管理行為，往往會牽動員工的情感，進而影響員工的創造力。有鑑於此，本研究試圖了解主管對於部屬的人際情感調節，特別是人際情感改善，如何透過影響部屬的情感狀態，進而達到提升創造力的管理目的。有別於過往人際情感調節的研究，本研究運用調節焦點理論的觀點，將與創造力有關的情感狀態區分為促進激發正向情感和預防激發負向情感，並以此為基礎將人際情感改善區分為促進焦點的促進人際情感改善，與預防焦點的預防人際情感改善。據此，本研究探討促進人際情感改善是否能夠提升促進激發正向情感，以及預防人際情感改善是否能夠降低預防激發負向情感，並藉由這兩種不同情感改善的機制，提升員工創造力。最後，本研究並依據調節適配理論，檢視員工自身特質性的調節焦點對此機制的調節效果。本研究透過問卷調查法，蒐集臺灣企業組織中共147筆主管－部屬對偶資料。結果顯示：促進人際情感改善能夠正向預測促進激發正向情感，並進一步提升員工創造力。然而預防人際情感改善則沒有效果。部屬的特質性調節焦點亦對於此人際情感改善的歷程沒有影響。藉由本研究的結果，在理論上，能更細緻地透過調節焦點理論的框架，了解主管對部屬的人際情感調節，如何透過情感的機制，影響部屬的創造力。在實務上，能夠提供主管藉由情感機制來管理創造力的指引，並幫助組織制訂相應的管理政策。

As the managers of employee creativity in organizations, leaders' management behaviors can often evoke employees' affect, thereby influencing their creativity. In light of this, this study aims to investigate how leaders' interpersonal affect regulation（IAR）towards their subordinates, particularly affect-improving IAR, can enhance creativity by influencing subordinates' affect states. Unlike previous studies on IAR, the current study employs the regulatory focus theory to distinguish creativity-related affect states into promotion-focused activating positive affect（PA）and prevention-focused activating negative affect（NA）. Based on this, affect-improving IAR is further distinguished into promotion-focused affect-improving IAR and prevention-focused affect-improving IAR. Accordingly, this study examines whether promotion-focused affect-improving IAR can enhance the promotion-focused activating PA, whether prevention-focused affect-improving IAR can reduce the prevention-focused activating NA, and whether these two different affect-improving mechanisms can further enhance employee creativity. Finally, the current study draws on the regulatory fit theory and further examines the moderating effect of employees' chronic regulatory focus on theses mechanisms. The current study collected 147 paired data of supervisors and subordinates from Taiwanese enterprises using a questionnaire survey method. The results show that promotion-focused affect-improving IAR can positively predict the promotion-focused activating PA and further enhance employee creativity. However, prevention-focused affect-improving IAR has no effect. Employees' chronic regulatory focus also has no moderating effect on this affect-improving IAR process. The results of the current study can, theoretically, provide a more refined understanding of how leaders' IAR towards their subordinates, based on the framework of regulatory focus theory, can influence subordinates' creativity through affect-improving mechanisms. In practice, the findings of the current study can provide guidance for leaders to manage creativity through affect mechanisms and help organizations formulate corresponding management policies.