Mindfulness and Spiritual Leadership to Influence Psychological Capital in Organizations

• Main Authors: Chiao-Fu Chang, 張喬復
• Other Authors: Chin-Yi Chen
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/00058944841747163642

碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 97 === It is believed that the psychological capital development of employees should take place in a way other than traditional training manners. Since “mindfulness” and “spiritual leadership”, two techniques applied to inspire the internal mental state of individuals and to create team environment, are considered capable of practicing direct and profound influence on the “psychological capital” that originates from the same psychological field, the study took these two techniques as the main tools to review employees’ “psychological capital”. Besides, the study also investigated whether the demographic variables, such as “age”, “gender”, “position”, “length of service” and “education level”, would cause any interference or effects on the whole research structure. For this reason, the study involved “mindfulness” and “spiritual leadership” as the independent variables, “psychological capital” as dependent variable, and “age”, “length of service”, “position”, “gender” as well as “education level” as disturbing variables. It finally applied scales and questionnaires to complete the data statistics and analysis. From quantitative experiments, the study drew some important conclusions: (1) an obvious correlation was found between mindfulness, spiritual leadership and the “self-efficacy” capacity in psychological capital; (2) an obvious correlation was found between mindfulness, spiritual leadership and the “hope” capacity in psychological capital;(3) an obvious correlation was found between mindfulness, spiritual leadership and the “optimism” capacity in psychological capital; (4) an obvious correlation was found between mindfulness, spiritual leadership and the “resilience” capacity in psychological capital;(5) the interaction of “length of service” and spiritual leadership presented a significantly positive correlation with the “optimism” of psychological capital;(6) the interaction of “position” and spiritual leadership presented a significantly positive correlation with the “hope” of psychological capital; (7) the interaction of “age” and spiritual leadership presented a significantly positive correlation with the “hope” of psychological capital; (8) the interaction between “education level” and spiritual leadership showed a negative correlation with the “resilience” and “hope” in psychological capital. The results indicated that “mindfulness” and “spiritual leadership” are helpful to the improvement of employees’ “psychological capital”. As “psychological capital” is gradually becoming an important factor in organization management, “mindfulness” and “spiritual leadership” have turned out to be the choices for an organization to foster its human resources and provide education training. Both of them can serve as a reference for its future planning on education training programs. As indicated by the analysis of demographic variables, “length of service”, “age”, “position” and “education level” caused obvious interference respectively to the different components of “psychological capital”. The organization manager can make good use of these positive or negative disturbing variables, and adjust or draw up appropriate plans, thus enhancing the positive disturbing effects and at the same time alleviating the negative effects caused by those disturbing variables.