Authoritarian Leadership and Creative Performance: The Mediations of Psychological Resource

• Main Authors: Bo-ChengSu, 蘇柏丞
• Other Authors: Li-Fang Chou
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/bkdyw6

碩士 === 國立成功大學 === 心理學系認知科學碩士班 === 101 === For enterprises, the creativity of employees is an important core for the advantage of competition, and the leadership behavior is also the key to the performance of employee creativity. According to the researchers, it has been a long time that the authoritarian leadership in Chinese organization is referred to destruction of employees’ creativity performance. In current years, Chinese leadership researchers distinguish the authoritarian leadership into two concepts: authoritarian and authoritative leadership. Our study adopted survey analysis methods to explore the differentiation and effects between these two leadership models. The survey research sampled 333 employees of Chinese businesses in Taiwan. The result of multiple regression analysis shows: (1) For either self-evaluating or superior-evaluating creativity performance, the authoritarian leadership has a significantly negative influence on creativity performance; On the contrary, the authoritative leadership has a profoundly positive influence on creativity performance; (2) On self-evaluation creativity performance, the authoritarian leadership results in worse creativity performance through emotional exhaustion and self-efficacy reduction, while authoritative leadership stimulates subordinates’ creativity performance thought reducing emotional exhaustion and improving self-efficacy; (3)There’s no significant mediating effects between authoritative leadership, authoritarian leadership and superior-evaluating creativity performance.