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系統識別號 U0026-1404201301112900
論文名稱(中文) The Impact of Transformational Leadership on Employee Creativity in Iran Automobile Industry: Mediating Roles of Trust, Psychological Safety, and Psychological Empowerment
論文名稱(英文) The Impact of Transformational Leadership on Employee Creativity in Iran Automobile Industry: Mediating Roles of Trust, Psychological Safety, and Psychological Empowerment
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士班
系所名稱(英) Institute of International Management (IIMBA--Master)
學年度 101
學期 2
出版年 102
研究生(中文) 巴漢娜
研究生(英文) Somayehsadat Bahmannia
學號 Ra6007031
學位類別 碩士
語文別 英文
論文頁數 144頁
口試委員 口試委員-鄭至甫
口試委員-張紹基
指導教授-林豪傑
中文關鍵字 none 
英文關鍵字 Transformational leadership  Employee creativity  Interpersonal trust  Psychological empowerment  Psychological safety  Iran automobile industry 
學科別分類
中文摘要 none
英文摘要 This study employs the social exchange theory to examine the effect of transformational leadership on employee creativity, through the mediation of interpersonal trust, psychological empowerment, and psychological safety. Research sample was collected by a dyadic survey approach from supervisors and employees in Iran automobile industry, which is the second most active industry in the country yet now suffers greatly from economic downturns. After a series of validity and reliability checks conducted by a confirmatory factor analysis (CFA), our results show that transformational leadership indeed can advance interpersonal trust, which in turn can enhance employees’ psychological empowerment and psychological safety. Moreover, psychological empowerment shows a positive whereas psychological safety presents an insignificant effect on employee creativity. Finally, interpersonal trust and psychological empowerment sequentially mediate the relationship between transformational leadership and employee creativity. This study contributes to the employee creativity literature by identifying the psychological mechanisms through which leadership behaviors can bring about employees’ creative behaviors. Implications, limitations, and future directions are discussed.
論文目次 ABSTRACT II
ACKNOWLEDGEMENTS III
TABLE OF CONTENTS IV
LIST OF TABLES VII
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background. 1
1.2 Research Objectives and Contributions. 9
1.3 Scope of the Research. 11
1.4 Research Procedure. 12
CHAPTER TWO LITERATURE REVIEW 14
2.1 Theoretical Background. 14
2.2 Introduction of Examined Variables. 18
2.2.1 Transformational Leadership. 18
2.2.2 Interpersonal Trust. 23
2.2.3 Psychological Empowerment. 28
2.2.4 Psychological Safety. 30
2.2.5 Employee Creativity. 32
2.2.6 Creative Personality (Openness to Experience). 33
2.3 Hypotheses Development. 34
2.3.1 Transformational Leadership and Trust. 34
2.3.3 Interpersonal Trust and Psychological Empowerment.36
2.3.4 Interpersonal Trust and Psychological Safety. 38
2.3.5 Psychological Empowerment and Employee Creativity.41
2.3.6 Psychological Safety and Employee Creativity. 42
2.3.7 The Mediate Role of Interpersonal Trust. 44
2.3.8 The Mediate Role of Psychological Empowerment. 45
2.3.9 The Mediate Role of Psychological Safety. 46
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 48
3.1 Conceptual Model. 48
3.2 Summary of Hypotheses. 49
3.3 Sample and Data Collection. 50
3.4 The Construct Measurements. 51
3.4.1 Transformational Leadership. 51
3.4.2 Interpersonal Trust. 54
3.4.3 Psychological Empowerment. 55
3.4.4 Psychological Safety. 57
3.4.5 Employee Creativity. 57
3.5 Control Variables. 58
3.5.1 Openness to Experience and Measurement. 58
3.5.2 Demographic Factor. 59
3.6 Data Analysis Procedures. 62
3.6.1 Descriptive Statistical Analysis. 62
3.6.2 Confirmatory Factor Analysis. 63
3.6.3 Reliability Test. 64
3.6.4 Pearson Correlation Analysis. 64
3.6.5 Structural Equations Modeling (SEM). 65
3.6.6 Common Method Variance. 66
CHAPTER FOUR RESEARCH RESULTS 67
4.1 Data Collection. 67
4.2. Descriptive Data Analysis. 68
4.3 Confirmatory Factor Analysis. 70
4.4. Pearson Correlations. 86
4.5 Reliability Test. 91
4.6 Structural Equation Model (SEM). 92
4.6.1 Comparison Nested Models. 93
4.6.2 Testing the Mediating Effects. 100
4.6.3 Conclusion. 101
4.7 Common Method Variance. 103
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 104
5.1 Research Conclusion. 104
5.2 Theoretical Contribution and Implications. 111
5.3 Managerial Contribution and Implications. 113
5.4 Research Limitations and Future Directions. 115
REFERENCES 118
APPENDICES 136
Appendix 1: Pearson Correlation (N=317, General). 136
Appendix 2: Pearson Correlation (N=317, Pair). 137
Appendix 3: Survey Questionnaire. 138
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