創新文化與分享式領導對員工創新行為影響之研究─以正向心理資本為中介變數

Abstract

因應社會、經濟環境的變遷，以及市場的不確定性，創新對於企業的長期存續，一直扮演著相當核心的角色。金融服務業的主要藉由提高通路的附加價值及提供消費者創新的金融商品與服務，產生各種综效以增強於金融市場的競爭力，而面對環境的變革，組織領導人角色質變，回歸專業本質，組織營運才能減少不確定性，因此一個組織必需要有優秀的領導模式，才能將組織帶領至更好的未來。 因此，本研究之目的在於探討組織創新文化塑造與分享式領導的模式，會影響組織員工正向心理資本的質與量，進而左右員工創新的成效。而本研究之對象為個案公司第一線服務人員，以委託人力發送問卷並採用便利抽樣方式取得實證資料，總共回收了412個有效樣本。 經由資料分析後，研究結果發現：(1)創新文化對正向心理資本具有正向影響。(2) 分享式領導對正向心理資本有正向影響。(3)創新文化對員工創新行為具有正向影響。(4) 分享式領導對員工創新行為有正向影響。(5) 正向心理資本對員工創新行為有正向影響。(6) 正向心理資本對創新文化影響員工創新行為有中介效果。(7) 正向心理資本對分享式領導影響員工創新行為有中介效果。本研究結果，希望能提供金融業及其他產業之管理經理人、人力資源人員對於創新文化塑造的重視、提升分享式領導模式，進而影響員工之正向心理資本，創新行為、績效等有利於企業進步之正向助益，並能給予適當的工作壓力，方為策略經營之有效管理，以達到企業成長、強化競爭力及永續經營。

In response to changes of social, economic environment and market uncertainty, innovation for long-term survival of the enterprise is acting a central role considerably. Financial services major added value by improving access and providing consumers with innovative financial products and services, generating various synergies in order to enhance the competitiveness of the financial market. However, faced with changes in the environment, organization leaders must return to professional roles, so organizations operating in order to reduce uncertainty. Therefore, an organization have to have good leadership model to the organization led to a better future. This study aimed to investigate the association between innovative culture, shared leadership, positive psychology capital and employee innovative behavior. The object of this study is to research and development staff of case company, sent a questionnaire to entrust manpower and using convenience sampling method to obtain empirical data, collected a total of 412 valid samples. The results showed that: (1) Innovative culture effect on the positive psychology capital. (2) Shared leadership has a positive effect on the positive psychology capital. (3) Innovative culture effect on the employee innovative behavior. (4) Shared leadership has a positive influence on the employee innovative behavior. (5) Positive psychology capital effect on the employee innovative behavior. (6) Positive psychology capital innovative culture on the performance of the process of employee innovative behavior, a mediator. (7) Positive psychology capital shared leadership on the performance of the process of employee innovative behavior, a mediator. The results of this study, the company hopes to provide financial and management executives in other industries, the human resources staff to pay attention to innovative culture, enhance shared leadership model, thereby affecting the level of employee positive psychology capital, and is conducive to employee innovative behavior, performance, etc. Positive vote of enterprise and progress, and to give proper operating pressure side to the effective operation of management strategies to achieve business growth, strengthen competitiveness and sustainable development.