轉型領導、學習式目標導向、表現式目標導向、與員工角色行為之關係

The Relationships among Transformational Leadership, Learning Goal Orientation, Performance Goal Orientation, and Employee Role Behaviors

本研究探討員工知覺的轉型領導（TFL）及學習式目標導向（LGO）分別與其角色行為（創新行為和組織公民行為）之關係。再者，本研究也欲檢測員工LGO 對於TFL 與創新行為的關係之干擾效果是否會受到表現式目標導向（PGO）高低的干擾。最後，本研究亦欲檢驗員工LGO 對於TFL 與組織公民行為的關係之干擾效果是否會受到PGO 高低的干擾。本研究之受測對象為台灣地區電子公司497 位員工，實得有效問卷303 份。結果顯示，員工知覺的轉型領導愈高，其愈會積極表現出創新行為，也愈會積極表現出組織公民行為。員工的學習式目標導向愈高，其亦愈會積極表現出組織公民行為。員工LGO 對於TFL 與其創新行為的關係之干擾效果會受到PGO高低的干擾。當員工PGO 高時，LGO 會對TFL 與其創新行為之關係產生干擾效果。亦即，若員工PGO 高且LGO 低時，則員工知覺到的TFL 與其表現出之創新行為呈顯著正相關；然而，若員工PGO 高且LGO 高時，則員工知覺到的TFL 與其表現出創新行為之正向關聯性較低。相對而言，當員工PGO 低時，LGO 不會對TFL 與其創新行為之關係產生干擾效果。最後，員工LGO 對於TFL 與其組織公民行為的關係之干擾效果亦會受到PGO 高低的干擾。當員工PGO 高時，LGO 會對TFL 與其組織公民行為之關係產生干擾效果。亦即，若員工PGO 高且LGO 低時，則員工知覺到的TFL 與其表現出之組織公民行為呈顯著正相關；然而，若員工PGO 高且LGO 高時，則員工知覺到的TFL 與其表現出組織公民行為之正向關聯性較低。相對而言，當員工PGO 低時，LGO 不會對TFL 與其組織公民行為之關係產生干擾效果。

With heightened levels of competition and an uncertain economic environment, many hospitality organizations are encouraging employees’ positive role behaviors to better compete and survive. Recently, several researchers have speculated that overall job performance is a function not only of in-role behavior such as innovative behavior but also of extra-role behavior such as organizational citizenship behavior. It is critical, then, that facilitating employees’ role behaviors (innovative behaviors and organizational citizenship behaviors) have the attention of enterpriser and managers in today’s electronic information organizations. While research has demonstrated the independent influences of perception of transformational leadership (TFL) and learning goal orientation (LGO) on employees’ role behaviors, little research has examined how these elements of goal orientation and TFL influence each other in predicting employees’ role behaviors. The purpose of this study is to explore the relationship between TFL and the employees’ role behaviors, this study also examines whether the moderating effect of employees’ LGO on the relation between TFL and the employees’ innovative behaviors are, in turn, moderated by employees’ performance goal orientation (PGO). Finally, this research also investigates whether the interacting effect of TFL and employee’ LGO on their organizational citizenship behaviors are, in turn, moderated by employees’ PGO. Survey data on 303 employees of electronic company in Taiwan suggest that the employees who placed more importance on their TFL were more likely to perform innovative behaviors and organizational citizenship behaviors. In addition, results of regression analysis indicated the employees who placed more importance on their LGO were more likely to perform organizational citizenship behaviors. Furthermore, hierarchical regression analyses revealed the three-way interaction effect of TFL, LGO, and PGO significantly lead to high levels of innovative behaviors. When employees who perceived the high-PGO, the TFL had more of a positive impact on employees’ innovative behaviors when LGO was low rather than high. In contrast, employees who perceived the low-PGO and high levels of the TFL exhibited higher level of innovative behaviors, regardless of the level of the LGO. Finally, hierarchical regression analyses also revealed the interacting effect of TFL and employee’ LGO on their organizational citizenship behaviors are, in turn, moderated by employees’ PGO. When employees who perceived the high- PGO, the TFL had also more of a positive impact on employees’ organizational citizenship behaviors when LGO was low rather than high. In contrast, employees who perceived the low-PGO and high levels of the TFL exhibited higher level of organizational citizenship behaviors, regardless of the level of the LGO. In conclusion, only when an employee’s PGO was stronger and his or her LGO was weaker, were higher perceived TFL accompanied by increasing in role behaviors.