변혁적 리더십이 직원 주도적 업무행동에 미치는 영향에서 심리적 임파워먼트의 매개효과: 중국을 대상으로
Mediating Effect of Psychological Empowerment between Transformational Leadership and Employees' Proactive Work Behavior: An Evidence from China
- 주제(키워드) transformational leadership , psychological empowerment , proactive work behavior
- 발행기관 아주대학교
- 지도교수 조영호
- 발행년도 2016
- 학위수여년월 2016. 8
- 학위명 석사
- 학과 및 전공 일반대학원 경영학과
- 실제URI http://www.dcollection.net/handler/ajou/000000023253
- 본문언어 영어
- 저작권 아주대학교 논문은 저작권에 의해 보호받습니다.
초록/요약
This paper studied the mediating effect of psychological empowerment on the relationship between transformational leadership and proactive work behavior. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism clarifying the relationship between transformational leadership and employee work-related behaviors (i.e. proactive work behavior). With an empirical research of 409 Chinese employees, the relationship of transformational leadership on proactive work behavior is positive totally through perceiving of psychological empowerment.
more목차
CHAPTER 1. INTRODUCTION………………………………………………....1
1. Background…………………………………………………...………………….1
2. Purpose of the Research………………………………………………………..…4
CHAPTER2. LITERATURE REVIEW AND HYPOTHESES…………………6
1. Transformational Leadership……………………………………………………..6
1.1. Transformational Leadership in China……………………………………...10
2. Perception of Proactive Behavior..........................................................................15
2.1. Proactive Behavior……………………………………………………….....15
2.2. Proactive Work Behavior………………………………………………..….19
2.3. Transformational Leadership and Proactive Work Behavior……………..…22
3. Psychological Empowerment………………………………………………..….27
3.1. Overview of Psychological Empowerment.....……………………….....…..27
3.2. Mediating Effect of Psychological Empowerment……………………..…..30
CHAPTER 3. EMPIRICAL RESEARCH DESIGN………………………..….35
1. Conceptual Framework……………………………………………………...…..35
2. Method……………………………………………………………...……...…...35
2.1. Sample and Data Collection Procedure…………………………………..…36
2.2. Measures………………………………………………………….....….…..39
2.3. Structure of the Instrument……………………………………………….....43
3. Data Analysis……………………………………………………………..……..45
3.1. EFA………………………………………………………………………....46
3.2. CFA…………………………………………………………………...…....50
3.3. Common Method Variance—Harman’s Single-Factor Analysis……...……51
CHAPTER 4. RESULTS………………………………………………..………..53
1. Descriptive Statistics and Correlation Analysis…………………………………53
2. Hypotheses Testing…………………………………………………………..….55
3. Additional Exploration of Chinese Transformational Leadership……………….59
CHAPTER 5. DISCUSSION………………………………………………….....63
1. Discussion………………………………………………………………..……..63
2. Theoretical and Practical Implication…………………………………………...65
3. Limitations and Future Study……………………………………………………70
REFERENCES…………………………………………………………………...73
APPENDIX 1. INSTRUMENTS (ENGLISH VERSION)……………………..89
APPENDIX 2. INSTRUMENTS (CHINESE VERSION)……………………...96
APPENDIX 3. FIGURE OF HYPOTHESES MODEL WITH CONTROL VARIABLES.........................................................................................................102
