The Study of Authentic Leadership,Job Involvement,Task Performance and Human Capital

• Main Authors: Hsu-Chih-Chiang, 許志強
• Other Authors: 魏郁禎
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/75711526467312691896

碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 99 === Globalization and fast changing nature of enterprise have necessitated a need for managers to have and apply different leadership behaviors, competencies and styles. However, greater challenges of modern times and increasingly different business environment necessitate a renewed vision for leadership research and call for change in traditional perception and mindset about leadership in the general industry. Authentic leaders possess positive values, lead from the heart, set highest levels of ethic and morality, and go beyond their personal interests for well-being of their followers. The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. The main purpose of this study is trying to examine the mediator role of job involvement, between authentic leader and task performance and test whether this relationship is further moderated by human capital. In order to obtain“ empirical data, the subject involving in this study were employees in 2010Top 1000 manufacture company and top 500 service company and top 100 banking business in Taiwan ” by Commonwealth Magazine. We collect data by questionnaire survey and one manger one subordinate pair. We totally delivered 550 sets, and 331 sets were responded finally. The valid responded rate was 60.2%. Analyzed the data by confirmation factor analysis and hierarchical regression analysis, we obtained the following three conclusions: 1.Authentic leadership had a positive and impact on employees’ job involvement and task performance. 2. Job involvement mediate the relationship between authentic leadership and task performance. 3. Human capital moderated the relationship between authentic leadership and job involvement. Finally, according to conclusion, implication of the results and suggestions for the enterprises and future researches are discussed in the end of this research.