培育以变革为导向的行为：包容型领导的作用
发布时间：2024-03-13 21:25
全球化、激烈的竞争和快速的技术进步给企业的生存和发展带来了挑战。因此,流程、产品和服务的不断创新比以往任何时候都更为重要。对于企业来说,促进创新、响应市场需求和采用变化的灵活性的最佳方法之一是通过员工以变化为导向的行为。员工变革导向的组织公民行为(OCB)、建言行为、负责行为和创新工作行为(IWB)具有重要意义,被认为是组织创新、有效性、竞争优势和最终成功的重要源泉。尽管过去有研究强调了领导在激励员工采取变革导向行为中的重要作用,但包容性领导(IL),作为关系型领导的一种表现形式,在这一背景下却鲜有研究。包容性领导代表了一个全面的领导观点,同时关注领导者和员工的特点,为他们提供一个作为整体一起工作的机会,以实现企业的目标。包容性领导进一步满足了员工的独特性和归属感的需要,而不考虑他们的不同特征,因此被认为是应对当前业务挑战的最合适的领导形式。考虑到包容性领导和员工变革导向行为的重要性,本文以员工积极心理状态(行为完整性(BI)、对领导的信任度(TIL)、创造性自我效能(CSE)、心理授权(PE)、心理安全(PS)和内在动机(IM))为中介变量,以个体差异(领域相关技能(DRS)和不确定...
【文章页数】：205 页
【文章目录】：
Acknowledgements
摘要
Abstract
List of acronym
1 Introduction
1.1 Background
1.2 Problem statement
1.3 Significance of the study
1.4 Research objectives
1.4.1 Study one: Inclusive leadership and change-oriented organizational citizenshipbehavior: role of psychological safety
1.4.2 Study two: Moving beyond the mechanistic structures: role of inclusiveleadership in developing change-oriented organizational citizenship behavior
1.4.3 Study three: Voice Behavior: What can Inclusive Leaders do?
1.4.4 Study four: When and how inclusive leadership enhances employees' voicebehavior: A mediating mechanism and interactive effect
1.4.5 Study five: Inclusive Leadership and Innovative Work Behavior: The role ofBehavioral Integrity and Intrinsic Motivation
1.4.6 Study six: Why taking charge needs more inclusive relationships?
1.5 Organization of the dissertation
2 Literature Review
2.1 Background of key variables
2.1.1 Inclusive leadership (independent variable)
2.1.2 Change-oriented behaviors (dependent variables)
2.1.3 Positive psychological states (mediating variables)
2.1.4 Individual differences (moderating variables)
2.2 Supporting theories
3 Study One: Inclusive leadership and change-oriented organizationalcitizenship behavior: role of psychological safety
3.1 Introduction
3.2 Literature review and hypotheses development
3.2.1 Inclusive leadership (IL) and Change-oriented Organizational citizenshipbehavior (OCB)
3.2.2 Mediating role of Psychological safety (PS)
3.3 Methodology
3.3.1 Sample and procedures
3.4 Measures
3.5 Results
3.5.1 Measurement model
3.5.2 Descriptive statistics and correlations
3.5.3 Hypothesis testing
3.6 Discussion
3.6.1 Theoretical and practical implications
3.6.2 Limitations, and future directions
4 Study Two: Moving beyond the mechanistic structures: role of inclusiveleadership in developing change-oriented organizational citizenship behavior
4.1 Introduction
4.2 Literature Review and Hypotheses Development
4.2.1 Inclusive leadership and change-oriented OCB
4.2.2 Mediating role of behavioral integrity between inclusive leadership andchange-oriented OCB
4.2.3 Mediating role of trust in leadership between inclusive leadership and change-oriented OCB
4.2.4 Mediating role of behavioral integrity and trust in leadership betweeninclusive leadership and change-oriented OCB
4.3 Method and Data Collection
4.4 Measurement
4.4.1 Inclusive leadership
4.4.2 Behavioral integrity
4.4.3 Trust in leadership
4.4.4 Change-oriented OCB
4.4.5 Control variables
4.5 Results
4.5.1 Confirmatory Factor Analysis (CFA)
4.5.2 Test of Hypotheses
4.6 Discussion
4.6.1 Theoretical implications
4.6.2 Practical implications
4.6.3 Strengths, limitations, and future Directions
5 Study Three: Voice Behavior: What can Inclusive Leaders do?
5.1 Introduction
5.2 Literature review and hypotheses development
5.2.1 Inclusive leadership and voice behavior
5.2.2 Inclusive leadership and psychological empowerment
5.2.3 Psychological empowerment and voice behavior
5.2.4 Mediating role of psychological empowerment between inclusive leadershipand voice behavior
5.3 Method
5.3.1 Sample and Procedure
5.4 Measurements
5.4.1 Inclusive leadership
5.4.2 Psychological Empowerment
5.4.3 Voice Behavior
5.4.4 Covariates
5.5 Results
5.5.1 Measurement Model
5.5.2 Tests of Hypotheses
5.6 Discussion
5.6.1 Theoretical Implications
5.6.2 Practical Implications
5.6.3 Strengths, Limitations, and Future Directions
6 Study Four: When and how inclusive leadership enhances employees' voicebehavior: A mediating mechanism and interactive effect
6.1 Introduction
6.2 Literature review and hypotheses development
6.2.1 Inclusive leadership and voice behavior
6.2.2 Mediating role of trust in leadership between inclusive leadership and voicebehavior
6.2.3 Moderating role of uncertainty avoidance between trust in leadership andvoice behavior
6.3 Methodology
6.3.1 Sample and procedure
6.4 Measures
6.4.1 Covariates
6.5 Results
6.5.1 Descriptive statistics and correlations
6.5.2 Measurement model
6.5.3 Composite reliability (CR) and average variance extracted (AVE)
6.5.4 Hypothesis testing
6.6 Discussion
6.6.1 Theoretical implications
6.6.2 Practical implications
6.6.3 Strengths, limitations, and future directions
7 Study Five: Inclusive Leadership and Innovative Work Behavior: The roleof Behavioral Integrity and Intrinsic Motivation
7.1 Introduction
7.2 Literature review and hypotheses development
7.2.1 IL and IWB
7.2.2 The mediating role of behavioral integrity between IL and IWB
7.2.3 The mediating role of intrinsic motivation between IL and IWB
7.2.4 The mediating role of behavioral integrity and intrinsic motivation between ILand IWB
7.3 Method
7.3.1 Sample and procedure
7.4 Instrument
7.5 Results
7.5.1 Measurement model
7.5.2 Composite reliability (CR) and average variance extracted (AVE)
7.5.3 Tests of hypotheses
7.6 Discussion
7.6.1 Theoretical implications
7.6.2 Practical implications
7.6.3 Strengths, limitations, and future directions
8 Study Six: Why taking charge needs more inclusive relationships?
8.1 Introduction
8.2 Literature review and hypotheses development
8.2.1 IL and taking charge
8.2.2 Mediating role of creative self-efficacy
8.2.3 Moderating role of domain-relevant skills
8.3 Methodology
8.3.1 Sample and procedure
8.4 Measures
8.4.1 Covariates
8.5 Results
8.5.1 Descriptive statistics and correlations
8.5.2 Measurement model
8.5.3 Composite reliability (CR) and average variance extracted (AVE)
8.5.4 Hypothesis testing
8.6 Discussion
8.6.1 Theoretical implications
8.6.2 Practical implications
8.6.3 Limitations and future directions
9 Conclusion
9.1 Contributions
9.2 Strengths
9.3 Limitations and future research options
References
Appendix
Resume
学位论文数据集
本文编号：3927592
【文章页数】：205 页
【文章目录】：
Acknowledgements
摘要
Abstract
List of acronym
1 Introduction
1.1 Background
1.2 Problem statement
1.3 Significance of the study
1.4 Research objectives
1.4.1 Study one: Inclusive leadership and change-oriented organizational citizenshipbehavior: role of psychological safety
1.4.2 Study two: Moving beyond the mechanistic structures: role of inclusiveleadership in developing change-oriented organizational citizenship behavior
1.4.3 Study three: Voice Behavior: What can Inclusive Leaders do?
1.4.4 Study four: When and how inclusive leadership enhances employees' voicebehavior: A mediating mechanism and interactive effect
1.4.5 Study five: Inclusive Leadership and Innovative Work Behavior: The role ofBehavioral Integrity and Intrinsic Motivation
1.4.6 Study six: Why taking charge needs more inclusive relationships?
1.5 Organization of the dissertation
2 Literature Review
2.1 Background of key variables
2.1.1 Inclusive leadership (independent variable)
2.1.2 Change-oriented behaviors (dependent variables)
2.1.3 Positive psychological states (mediating variables)
2.1.4 Individual differences (moderating variables)
2.2 Supporting theories
3 Study One: Inclusive leadership and change-oriented organizationalcitizenship behavior: role of psychological safety
3.1 Introduction
3.2 Literature review and hypotheses development
3.2.1 Inclusive leadership (IL) and Change-oriented Organizational citizenshipbehavior (OCB)
3.2.2 Mediating role of Psychological safety (PS)
3.3 Methodology
3.3.1 Sample and procedures
3.4 Measures
3.5 Results
3.5.1 Measurement model
3.5.2 Descriptive statistics and correlations
3.5.3 Hypothesis testing
3.6 Discussion
3.6.1 Theoretical and practical implications
3.6.2 Limitations, and future directions
4 Study Two: Moving beyond the mechanistic structures: role of inclusiveleadership in developing change-oriented organizational citizenship behavior
4.1 Introduction
4.2 Literature Review and Hypotheses Development
4.2.1 Inclusive leadership and change-oriented OCB
4.2.2 Mediating role of behavioral integrity between inclusive leadership andchange-oriented OCB
4.2.3 Mediating role of trust in leadership between inclusive leadership and change-oriented OCB
4.2.4 Mediating role of behavioral integrity and trust in leadership betweeninclusive leadership and change-oriented OCB
4.3 Method and Data Collection
4.4 Measurement
4.4.1 Inclusive leadership
4.4.2 Behavioral integrity
4.4.3 Trust in leadership
4.4.4 Change-oriented OCB
4.4.5 Control variables
4.5 Results
4.5.1 Confirmatory Factor Analysis (CFA)
4.5.2 Test of Hypotheses
4.6 Discussion
4.6.1 Theoretical implications
4.6.2 Practical implications
4.6.3 Strengths, limitations, and future Directions
5 Study Three: Voice Behavior: What can Inclusive Leaders do?
5.1 Introduction
5.2 Literature review and hypotheses development
5.2.1 Inclusive leadership and voice behavior
5.2.2 Inclusive leadership and psychological empowerment
5.2.3 Psychological empowerment and voice behavior
5.2.4 Mediating role of psychological empowerment between inclusive leadershipand voice behavior
5.3 Method
5.3.1 Sample and Procedure
5.4 Measurements
5.4.1 Inclusive leadership
5.4.2 Psychological Empowerment
5.4.3 Voice Behavior
5.4.4 Covariates
5.5 Results
5.5.1 Measurement Model
5.5.2 Tests of Hypotheses
5.6 Discussion
5.6.1 Theoretical Implications
5.6.2 Practical Implications
5.6.3 Strengths, Limitations, and Future Directions
6 Study Four: When and how inclusive leadership enhances employees' voicebehavior: A mediating mechanism and interactive effect
6.1 Introduction
6.2 Literature review and hypotheses development
6.2.1 Inclusive leadership and voice behavior
6.2.2 Mediating role of trust in leadership between inclusive leadership and voicebehavior
6.2.3 Moderating role of uncertainty avoidance between trust in leadership andvoice behavior
6.3 Methodology
6.3.1 Sample and procedure
6.4 Measures
6.4.1 Covariates
6.5 Results
6.5.1 Descriptive statistics and correlations
6.5.2 Measurement model
6.5.3 Composite reliability (CR) and average variance extracted (AVE)
6.5.4 Hypothesis testing
6.6 Discussion
6.6.1 Theoretical implications
6.6.2 Practical implications
6.6.3 Strengths, limitations, and future directions
7 Study Five: Inclusive Leadership and Innovative Work Behavior: The roleof Behavioral Integrity and Intrinsic Motivation
7.1 Introduction
7.2 Literature review and hypotheses development
7.2.1 IL and IWB
7.2.2 The mediating role of behavioral integrity between IL and IWB
7.2.3 The mediating role of intrinsic motivation between IL and IWB
7.2.4 The mediating role of behavioral integrity and intrinsic motivation between ILand IWB
7.3 Method
7.3.1 Sample and procedure
7.4 Instrument
7.5 Results
7.5.1 Measurement model
7.5.2 Composite reliability (CR) and average variance extracted (AVE)
7.5.3 Tests of hypotheses
7.6 Discussion
7.6.1 Theoretical implications
7.6.2 Practical implications
7.6.3 Strengths, limitations, and future directions
8 Study Six: Why taking charge needs more inclusive relationships?
8.1 Introduction
8.2 Literature review and hypotheses development
8.2.1 IL and taking charge
8.2.2 Mediating role of creative self-efficacy
8.2.3 Moderating role of domain-relevant skills
8.3 Methodology
8.3.1 Sample and procedure
8.4 Measures
8.4.1 Covariates
8.5 Results
8.5.1 Descriptive statistics and correlations
8.5.2 Measurement model
8.5.3 Composite reliability (CR) and average variance extracted (AVE)
8.5.4 Hypothesis testing
8.6 Discussion
8.6.1 Theoretical implications
8.6.2 Practical implications
8.6.3 Limitations and future directions
9 Conclusion
9.1 Contributions
9.2 Strengths
9.3 Limitations and future research options
References
Appendix
Resume
学位论文数据集
本文编号：3927592
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