| Summary: | 碩士 === 國立交通大學 === 管理學院管理科學學程 === 106 === This study attempts to answer the question: "How innovative leadership can stimulate employee value co-creation through person-organization fit and person-supervisor fit?" To answer this question, this study uses cross-level linear models to analyze the relationship between innovative leadership at the organizational-level and person-organizational fit and person-supervisor fit and value co-creation at the personal level.
The content of this study is divided into three parts. The first part discusses whether there is a positive correlation between innovative leadership at the organizational level and the employee value co-creation at the individual level (H1). The second part is to put person-organization fit into the Innovative leadership and employee value co-creation and discuss whether there is an intermediary relationship (H2). In the third part is to put person-supervisor fit into innovative leadership and employee value co-creation and explore whether they have an intermediary relationship. (H3). There was no specific industry in this study. Instead, a questionnaire survey was conducted on the basis of 3 persons in the same organization. A total of 391 questionnaires were distributed, 335 were valid and 85.67% were valid.
The results of the study show that innovative leaders have no significant positive correlation with employee value co-creation; positive relationships between innovative leadership and person-organization fit, and person-organization fit has a positive mediating effect in innovation leadership and employee value co-creation; positive relationships between innovative leadership and person-supervisor fit, and person-supervisor fit has a positive mediating effect in innovation leadership and employee value co-creation.
The contribution of this study is as follows. First, innovative leadership from the perspective of organizations and companies, enriching the research field of leadership style; second, treating employees as internal customers and discussing their value co-creation with the company itself as a result of innovative leadership; thirdly, the results of this study find that innovative leadership cannot directly affect the employee value co-creation, but there is a significant positive correlation through the mediating effects of the “person-organization fit” and “ person-supervisor fit” .
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