發(fā)布時(shí)間：2024-03-13 21:25

　　全球化、激烈的競爭和快速的技術(shù)進(jìn)步給企業(yè)的生存和發(fā)展帶來了挑戰(zhàn)。因此,流程、產(chǎn)品和服務(wù)的不斷創(chuàng)新比以往任何時(shí)候都更為重要。對于企業(yè)來說,促進(jìn)創(chuàng)新、響應(yīng)市場需求和采用變化的靈活性的最佳方法之一是通過員工以變化為導(dǎo)向的行為。員工變革導(dǎo)向的組織公民行為(OCB)、建言行為、負(fù)責(zé)行為和創(chuàng)新工作行為(IWB)具有重要意義,被認(rèn)為是組織創(chuàng)新、有效性、競爭優(yōu)勢和最終成功的重要源泉。盡管過去有研究強(qiáng)調(diào)了領(lǐng)導(dǎo)在激勵(lì)員工采取變革導(dǎo)向行為中的重要作用,但包容性領(lǐng)導(dǎo)(IL),作為關(guān)系型領(lǐng)導(dǎo)的一種表現(xiàn)形式,在這一背景下卻鮮有研究。包容性領(lǐng)導(dǎo)代表了一個(gè)全面的領(lǐng)導(dǎo)觀點(diǎn),同時(shí)關(guān)注領(lǐng)導(dǎo)者和員工的特點(diǎn),為他們提供一個(gè)作為整體一起工作的機(jī)會,以實(shí)現(xiàn)企業(yè)的目標(biāo)。包容性領(lǐng)導(dǎo)進(jìn)一步滿足了員工的獨(dú)特性和歸屬感的需要,而不考慮他們的不同特征,因此被認(rèn)為是應(yīng)對當(dāng)前業(yè)務(wù)挑戰(zhàn)的最合適的領(lǐng)導(dǎo)形式。考慮到包容性領(lǐng)導(dǎo)和員工變革導(dǎo)向行為的重要性,本文以員工積極心理狀態(tài)(行為完整性(BI)、對領(lǐng)導(dǎo)的信任度(TIL)、創(chuàng)造性自我效能(CSE)、心理授權(quán)(PE)、心理安全(PS)和內(nèi)在動(dòng)機(jī)(IM))為中介變量,以個(gè)體差異(領(lǐng)域相關(guān)技能(DRS)和不確定...

【文章頁數(shù)】：205 頁

【文章目錄】：
Acknowledgements
摘要
Abstract
List of acronym
1 Introduction
    1.1 Background
    1.2 Problem statement
    1.3 Significance of the study
    1.4 Research objectives
        1.4.1 Study one: Inclusive leadership and change-oriented organizational citizenshipbehavior: role of psychological safety
        1.4.2 Study two: Moving beyond the mechanistic structures: role of inclusiveleadership in developing change-oriented organizational citizenship behavior
        1.4.3 Study three: Voice Behavior: What can Inclusive Leaders do?
        1.4.4 Study four: When and how inclusive leadership enhances employees' voicebehavior: A mediating mechanism and interactive effect
        1.4.5 Study five: Inclusive Leadership and Innovative Work Behavior: The role ofBehavioral Integrity and Intrinsic Motivation
        1.4.6 Study six: Why taking charge needs more inclusive relationships?
    1.5 Organization of the dissertation
2 Literature Review
    2.1 Background of key variables
        2.1.1 Inclusive leadership (independent variable)
        2.1.2 Change-oriented behaviors (dependent variables)
        2.1.3 Positive psychological states (mediating variables)
        2.1.4 Individual differences (moderating variables)
    2.2 Supporting theories
3 Study One: Inclusive leadership and change-oriented organizationalcitizenship behavior: role of psychological safety
    3.1 Introduction
    3.2 Literature review and hypotheses development
        3.2.1 Inclusive leadership (IL) and Change-oriented Organizational citizenshipbehavior (OCB)
        3.2.2 Mediating role of Psychological safety (PS)
    3.3 Methodology
        3.3.1 Sample and procedures
    3.4 Measures
    3.5 Results
        3.5.1 Measurement model
        3.5.2 Descriptive statistics and correlations
        3.5.3 Hypothesis testing
    3.6 Discussion
        3.6.1 Theoretical and practical implications
        3.6.2 Limitations, and future directions
4 Study Two: Moving beyond the mechanistic structures: role of inclusiveleadership in developing change-oriented organizational citizenship behavior
    4.1 Introduction
    4.2 Literature Review and Hypotheses Development
        4.2.1 Inclusive leadership and change-oriented OCB
        4.2.2 Mediating role of behavioral integrity between inclusive leadership andchange-oriented OCB
        4.2.3 Mediating role of trust in leadership between inclusive leadership and change-oriented OCB
        4.2.4 Mediating role of behavioral integrity and trust in leadership betweeninclusive leadership and change-oriented OCB
    4.3 Method and Data Collection
    4.4 Measurement
        4.4.1 Inclusive leadership
        4.4.2 Behavioral integrity
        4.4.3 Trust in leadership
        4.4.4 Change-oriented OCB
        4.4.5 Control variables
    4.5 Results
        4.5.1 Confirmatory Factor Analysis (CFA)
        4.5.2 Test of Hypotheses
    4.6 Discussion
        4.6.1 Theoretical implications
        4.6.2 Practical implications
        4.6.3 Strengths, limitations, and future Directions
5 Study Three: Voice Behavior: What can Inclusive Leaders do?
    5.1 Introduction
    5.2 Literature review and hypotheses development
        5.2.1 Inclusive leadership and voice behavior
        5.2.2 Inclusive leadership and psychological empowerment
        5.2.3 Psychological empowerment and voice behavior
        5.2.4 Mediating role of psychological empowerment between inclusive leadershipand voice behavior
    5.3 Method
        5.3.1 Sample and Procedure
    5.4 Measurements
        5.4.1 Inclusive leadership
        5.4.2 Psychological Empowerment
        5.4.3 Voice Behavior
        5.4.4 Covariates
    5.5 Results
        5.5.1 Measurement Model
        5.5.2 Tests of Hypotheses
    5.6 Discussion
        5.6.1 Theoretical Implications
        5.6.2 Practical Implications
        5.6.3 Strengths, Limitations, and Future Directions
6 Study Four: When and how inclusive leadership enhances employees' voicebehavior: A mediating mechanism and interactive effect
    6.1 Introduction
    6.2 Literature review and hypotheses development
        6.2.1 Inclusive leadership and voice behavior
        6.2.2 Mediating role of trust in leadership between inclusive leadership and voicebehavior
        6.2.3 Moderating role of uncertainty avoidance between trust in leadership andvoice behavior
    6.3 Methodology
        6.3.1 Sample and procedure
    6.4 Measures
        6.4.1 Covariates
    6.5 Results
        6.5.1 Descriptive statistics and correlations
        6.5.2 Measurement model
        6.5.3 Composite reliability (CR) and average variance extracted (AVE)
        6.5.4 Hypothesis testing
    6.6 Discussion
        6.6.1 Theoretical implications
        6.6.2 Practical implications
        6.6.3 Strengths, limitations, and future directions
7 Study Five: Inclusive Leadership and Innovative Work Behavior: The roleof Behavioral Integrity and Intrinsic Motivation
    7.1 Introduction
    7.2 Literature review and hypotheses development
        7.2.1 IL and IWB
        7.2.2 The mediating role of behavioral integrity between IL and IWB
        7.2.3 The mediating role of intrinsic motivation between IL and IWB
        7.2.4 The mediating role of behavioral integrity and intrinsic motivation between ILand IWB
    7.3 Method
        7.3.1 Sample and procedure
    7.4 Instrument
    7.5 Results
        7.5.1 Measurement model
        7.5.2 Composite reliability (CR) and average variance extracted (AVE)
        7.5.3 Tests of hypotheses
    7.6 Discussion
        7.6.1 Theoretical implications
        7.6.2 Practical implications
        7.6.3 Strengths, limitations, and future directions
8 Study Six: Why taking charge needs more inclusive relationships?
    8.1 Introduction
    8.2 Literature review and hypotheses development
        8.2.1 IL and taking charge
        8.2.2 Mediating role of creative self-efficacy
        8.2.3 Moderating role of domain-relevant skills
    8.3 Methodology
        8.3.1 Sample and procedure
    8.4 Measures
        8.4.1 Covariates
    8.5 Results
        8.5.1 Descriptive statistics and correlations
        8.5.2 Measurement model
        8.5.3 Composite reliability (CR) and average variance extracted (AVE)
        8.5.4 Hypothesis testing
    8.6 Discussion
        8.6.1 Theoretical implications
        8.6.2 Practical implications
        8.6.3 Limitations and future directions
9 Conclusion
    9.1 Contributions
    9.2 Strengths
    9.3 Limitations and future research options
References
Appendix
Resume
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