團隊中變革型領導風格對員工組織公民行為的影響機制研究

Abstract

Based on the social exchange theory, this study uses both theoretical derivation and empirical analysis to explore the psychological mechanism under the effects of transformational leadership on employees’ organizational citizenship behaviors (here after OCB) in teams. Although previous research has demonstrated that the transformational leadership is one of the major positive influences on the OCB, the mechanism under the effects of transformational leadership on employees’ OCB in teams remains relatively unknown. Only if we can identify its psychological mechanism, leaders can enhance the OCB intentionally and accurately.
The social exchange theory argues that communications among human beings consist of a series of exchanges, that is, actors behave in a way that they pay their own resources in exchange of certain returns from other actors. Along this logic, when employees believe the payoff from the organization is larger than their input (i.e., cost), they will actively enhance their performance to pay back to the organization. Especially when these efforts face some objective constrains, employees would automatically seek other possible ways to pay back to the organization, which leads to their OCB. Based on the social exchange theory, I establish a theoretical model and put forward related hypotheses. Specifically, the effects of transformational leadership on employees’ OCB are mediated by employees' organization-based self-esteem and the role-breadth self-efficacy; and supportive team climate moderates the positive relationship between employees' organization-based self-esteem / the role-breadth self-efficacy and employees’ OCB respectively. The research model is tested empirically by using questionnaire survey.
After investigating 224 leader-employee pairs, we show that the organization- based self-esteem and the role-breadth self-efficacy mediate the effects of the transformational leadership on OCB; and the supportive team climate moderates the positive relationship between employee’s organization-based self-esteem / the role- breadth self-efficacy and OCB. Specifically, the positive relationships between organization-based self-esteem / role-breadth self-efficacy and employee’s OCB are significant when the supportive team climate is higher, while disappears when the supportive team climate is lower.
On one hand, this study revealed the psychological mechanism under the effects of transformational leadership on employees’ OCB in teams, namely, the organization-based self-esteem and the role-breadth self-efficacy mediated under the effects of the transformational leadership on OCB; and the supportive team climate moderates the positive relationships between the organization-based self-esteem / the role-breadth self-efficacy and employees’ OCB. On the other hand, the findings regarding the mechanism under the effects of the transformational leadership on OCB revealed a more conducive way to business managers to take measures to specific conditions, that is, team leaders can enhance employees’ belief about their value in the team and the belief about their capacity as a team member, as well as enrich a supportive climate in the team, which will lead to more employees’ OCB. Hence make it more in management practice guidance. For example, in order to enhance employees' OCB, a leader not only has to make employee believe they are valuable and they can make significant to the team, but also has to pay attention to the team building, in order to develop a supportive team climate in the team.

Date of Award	29 Jun 2015
Original language	Chinese (Traditional)
Awarding Institution	City University of Hong Kong
Supervisor	Ziguang CHEN (Supervisor)