簡易檢索 / 詳目顯示

研究生: 羅哲瀚
Nut Tammawiteekun
論文名稱: The Relationships among Leader-Member Exchange, Employee Creativity and Intrinsic Motivation of Ministry of Education in Thailand
The Relationships among Leader-Member Exchange, Employee Creativity and Intrinsic Motivation of Ministry of Education in Thailand
指導教授: 賴志樫
Lai, Chin-Chien
學位類別: 碩士
Master
系所名稱: 國際人力資源發展研究所
Graduate Institute of International Human Resource Developmemt
論文出版年: 2019
畢業學年度: 107
語文別: 英文
論文頁數: 91
中文關鍵詞: leader-member exchangeemployee creativityintrinsic motivation
英文關鍵詞: leader-member exchange, employee creativity, intrinsic motivation
DOI URL: http://doi.org/10.6345/NTNU201900034
論文種類: 學術論文
相關次數: 點閱:106下載:11
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報
  • Since the recent phenomena of organization are rapidly changed in terms of technological advances in today’s world, it is unarguable to say that sometimes, it also creates some bad impact on the employees itself, therefor, many organizations tried to come across the challenges of improving their employee capability such as creativity. And many researchers found that leader-member exchange (LMX) could be related to employee creativity within the organization especially in the organization that concerned creativity as a main concept. This research proposed to investigate the relationship between LMX and employee creativity through intrinsic motivation within MOE, Thailand. The paper-based questionnaires were distributed to 186 manager–employee dyads from center educational technology (CET) undertaken by Ministry of Education in Thailand. This study is used confirmatory factor analysis (CFA) and structural equation modeling (SEM) with SPSS 23.0 and AMOS 22.0 to analyze the data and test the hypotheses. The results shows that LMX is positively related to employee creativity. Results also support the mediating role of intrinsic motivation between two main variables.

    Since the recent phenomena of organization are rapidly changed in terms of technological advances in today’s world, it is unarguable to say that sometimes, it also creates some bad impact on the employees itself, therefor, many organizations tried to come across the challenges of improving their employee capability such as creativity. And many researchers found that leader-member exchange (LMX) could be related to employee creativity within the organization especially in the organization that concerned creativity as a main concept. This research proposed to investigate the relationship between LMX and employee creativity through intrinsic motivation within MOE, Thailand. The paper-based questionnaires were distributed to 186 manager–employee dyads from center educational technology (CET) undertaken by Ministry of Education in Thailand. This study is used confirmatory factor analysis (CFA) and structural equation modeling (SEM) with SPSS 23.0 and AMOS 22.0 to analyze the data and test the hypotheses. The results shows that LMX is positively related to employee creativity. Results also support the mediating role of intrinsic motivation between two main variables.

    ABSTRACT I TABLE OF CONTENTS III LIST OF TABLES V LIST OF FIGURES VII CHAPTER I INTRODUCTION 1 Background of the Study 1 An Overview of Ministry of Education in Thailand 3 Statement of the Problems 4 Purposes of the Study 5 Questions of the Study 5 Significance of the Study 5 Delimitations 6 Definition of Key Terms 7 CHAPTER II LITERATURE REVIEW 9 Leader-Member Exchange 9 Intrinsic Motivation 16 Employee Creativity 21 The Associations among the Variables 23 CHAPTER III METHODOLOGY 29 Research Framework 29 Research Hypotheses 30 Research Procedure 30 Participants 32 Data Collection Process 32 Measurement Design 33 Data Analysis 37 Reliability and Validity 37 CHAPTER IV RESULTS AND DICUSSIONS 45 Descriptive Statistics Results 45 The Relationships among the Variables 48 The Associations among LMX, Employee Creativity, and Intrinsic Motivation 49 Summary 55 CHAPTER V CONCLUSIONS AND RECOMMENDATIONS 57 Conclusions 57 Limitations 58 Recommendations 58 Implications 59 REFERENCES 61 APPENDIX A: ENGLISH LETTER OF CONSENT FOR MANAGER 73 APPENDIX B: ENGLISH LETTER OF CONSENT FOR EMPLOYEE 75 APPENDIX C: ENGLISH QUESTIONNAIRE FOR MANAGER 77 APPENDIX D: ENGLISH QUESTIONNAIRE FOR EMPLOYEE 79 APPENDIX E: THAI LETTER OF CONSENT FOR MANAGER 83 APPENDIX F: THAI LETTER OF CONSENT FOR EMPLOYEE 85 APPENDIX G: THAI QUESTIONNAIRE FOR MANAGER 87 APPENDIX H: THAI QUESTIONNAIRE FOR EMPLOYEE 89

    Agarwal, U., Datta, S., Blake-Beard, S., & Bhargava, S. (2012). Linking LMX, innovative work behaviour and turnover intentions: The mediating role of work engagement. Career Development International, 17(3), 208–230.

    Aleksić, D., Mihelič, K. K., Černe, M., & Škerlavaj, M. (2017). Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity. Personnel Review, 46(3), 662–679.

    Amabile, T. (1983). The social psychology of creativity: A componential conceptualization. Journal of Personality and Social Psychology, 45(2), 357–376.

    Amabile, T. (1988). A model of creativity and innovation in organizations. Research in Organizational Behavior, 10(1), 123–167.

    Amabile, T., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154–1184.

    Amabile, T., Hill, K., Hennessey, B., & Tighe, E. (1994). The work preference inventory: Assessing intrinsic and extrinsic motivational orientations. Journal of Personality and Social Psychology, 66(5), 950–967.

    Amabile, T., & Khaire, M. (2008). Creativity and the role of the leader. Harvard Business Review, 86, 9–100.

    Anderson, C., & Gerbing, W. (1988). Structural equation modeling in practice: a review and recommended two-step approach. Psychological Bulletin, 103(3), 411–423.

    Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5), 1297–1333.

    Ang, S. H., & Low, S. (2000). Exploring the dimensions of ad creativity. Psychology and Marketing, 17(10), 835–854.

    Aryee, S., & Chen, Z. X. (2006). Leader–member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes. Journal of Business Research, 59(7), 793–801.

    Aycan, Z., Al-Hamadi, A. B., Davis, A., & Budhwar, P. (2007). Cultural orientations and preferences for HRM policies and practices: The case of Oman. The International Journal of Human Resource Management, 18(1), 11–32.

    Baard, P., Deci, E., & Ryan, R. (2004). Intrinsic need satisfaction: A motivational basis of performance and weil‐being in two work settings 1. Journal of Applied Social Psychology, 34(10), 2045–2068.

    Baron, R., & Kenny, D. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182.

    Bauer, T., & Erdogan, B. (2015). Leader-member exchange (LMX) theory: an introduction and overview. In The Oxford handbook of LMX (pp. 3–24). New York, NY: Oxford University Press.

    Bauer, T., & Green, S. (1996). Development of leader-member exchange: A longitudinal test. Academy of Management Journal, 39(6), 1538–1567.

    Bridge, K., & Baxter, L. (1992). Blended relationships: Friends as work associates. Western Journal of Communication (Includes Communication Reports), 56(3), 200–225.

    Brislin, R. (1970). Back-translation for cross-cultural research. Journal of Cross-Cultural Psychology, 1(3), 185–216.

    Buch, R., Kuvaas, B., Dysvik, A., & Schyns, B. (2014). If and when social and economic leader-member exchange relationships predict follower work effort: The moderating role of work motivation. Leadership & Organization Development Journal, 35(8), 725–739.

    Byron, K., Khazanchi, S., & Nazarian, D. (2010). The relationship between stressors and creativity: A meta-analysis examining competing theoretical models. Journal of Applied Psychology, 95(1), 201–212.

    Carnevale, J. B., Huang, L., Crede, M., Harms, P., & Uhl‐Bien, M. (2017). Leading to stimulate employees’ ideas: A quantitative review of leader–member exchange, employee voice, creativity, and innovative behavior. Applied Psychology, 66(4), 517–552.

    Center for educational technology. (2018). Retrieved from http://www.ceted.org/

    Cerasoli, C., Nicklin, J., & Ford, M. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), 980–1008.

    Chaudhry, A. Q., Javed, H., & Sabir, M. (2012). The impact of transformations and transactional leadership styles on the motivation of employees in Pakistan. Pakistan Economic and Social Review, 50(2), 223–231.

    Conger, J., & Kanungo, R. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471–482.

    Cropanzano, R., Dasborough, M., & Weiss, H. (2017). Affective events and the development of leader-member exchange. Academy of Management Review, 42(2), 233–258.

    Dalal, R., & Hulin, C. (2008). Motivation for what? A multivariate dynamic perspective of the criterion. In Work motivation: Past, present, and future (pp. 63–100). New York, NY: Routledge New York.

    Dansereau, F., Graen, G., & Haga, W. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13(1), 46–78.

    Daskin, M., & Surucu, O. A. (2016). The role of polychronicity and intrinsic motivation as personality traits on frontline employees’ job outcomes: An empirical study from Malaysia. Asia-Pacific Journal of Business Administration, 8(2), 177–196.

    Deci, E. L. (1971). Effects of externally mediated rewards on intrinsic motivation. Journal of Personality and Social Psychology, 18(1), 105–115.

    Deci, E., & Ryan, R. (1985). Intrinsic motivation and self-determination in human behavior. New York, NY: Plenum.

    Diamantopoulos, A., & Siguaw, J. (2013). Introducing LISREL: A guide for the uninitiated. Thousand Oaks, CA: Sage.

    Dienesch, R., & Liden, R. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11(3), 618–634.

    Duan, S., Liu, Z., & Che, H. (2018). Mediating influences of ethical leadership on employee creativity. Social Behavior and Personality: An International Journal, 46(2), 323–337.

    Dulebohn, J., Bommer, W., Liden, R., Brouer, R., & Ferris, G. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 1715–1759.

    Dunegan, K., Duchon, D., & Uhl-Bien, M. (1992). Examining the link between leader member exchange and subordinate performance: The role of task analyzability and variety as moderators. Journal of Management, 18(1), 59–76.

    Dweck, C. (1986). Motivational processes affecting learning. The American Psychological Association, 41(10), 1040–1048.

    Eichhorn, B. (2014). Common method variance techniques. Cleveland, OH: SAS Institute Inc.

    Enderle, G., Almond, B., & Argandoña, A. (1990). People in corporations: Ethical responsibilities and corporate effectiveness. Dordrecht, NL: Kluwer Academic Publishers.

    Erdogan, B., & Bauer, T. (2014). Leader-member exchange (LMX) theory: The relational approach to. In The Oxford handbook of leadership and organizations (pp. 407–433). Oxford, England: Elsevier: Oxford University Press.

    Eyal, O., & Kark, R. (2004). How do transformational leaders transform organizations? A study of the relationship between leadership and entrepreneurship. Leadership and Policy in Schools, 3(3), 211–235.

    Farmer, S. M., Tierney, P., & Kung-Mcintyre, K. (2003). Employee creativity in Taiwan: An application of role identity theory. Academy of Management Journal, 46(5), 618–630.

    Farmer, S., Tierney, P., & Kung-Mcintyre, K. (2003). Employee creativity in Taiwan: An application of role identity theory. Academy of Management Journal, 46(5), 618–630.

    Fornell, C., & Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.

    Gagné, M., & Deci, E. (2005). Self‐determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362.

    George, J., & Zhou, J. (2007). Dual tuning in a supportive context: Joint contributions of positive mood, negative mood, and supervisory behaviors to employee creativity. Academy of Management Journal, 50(3), 605–622.

    Gerstner, C., & Day, D. (1997). Meta-analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827–844.

    Ghorbani, M., & Ahmadi, S. (2011). Relationship between employee’s empowerment dimensions and creativity improvement in educational organizations. Middle-East Journal of Scientific Research, 10(2), 213–217.

    Gong, Y., Huang, J.-C., & Farh, J.-L. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52(4), 765–778.

    Graen, G. (1969). Instrumentality theory of work motivation: Some experimental results and suggested modifications. Journal of Applied Psychology, 53(2), 1–25.

    Graen, G. (1976). Role-making processes within complex organizations. In Handbook of Industrial and Organizational Psychology (pp. 1201–1245). Chicago: Rand McNally.

    Graen, G., & Cashman, J. (1975). A role-making model of leadership in formal organizations: A developmental approach. Leadership Frontiers, 403, 143–165.

    Graen, G., Novak, M., & Sommerkamp, P. (1982). The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30(1), 109–131.

    Graen, G., & Scandura, T. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175–208.

    Graen, G., & Uhl-Bien, M. (1991). The transformation into professionals into self-managing and partially selfdesigning contributors: Toward a theory of leadership making. Journal of Management Systems, 3, 25–39.

    Graen, G., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247.

    Gu, J., Wang, G., Liu, H., Song, D., & He, C. (2018). Linking authoritarian leadership to employee creativity: The influences of leader–member exchange, team identification and power distance. Chinese Management Studies, 12(2), 384–406.

    Guilford, J. (1967). Creativity: Yesterday, today and tomorrow. The Journal of Creative Behavior, 1(1), 3–14.

    Gupta, N., & Chadha, K. (2017). A study of proactive personality, LMX quality and employee creativity in Delhi and NCR organisations. Global Journal of Enterprise Information System, 9(2), 77–83.

    Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate data analysis. New Jersey: Prentice Hall.

    Hannam, K., & Narayan, A. (2015). Intrinsic motivation, organizational justice, and creativity. Creativity Research Journal, 27(2), 214–224.

    Harackiewicz, J. (1979). The effects of reward contingency and performance feedback on intrinsic motivation. Journal of Personality and Social Psychology, 37(8), 1352–1363.

    Harman, H. (1976). Modern factor analysis (2nd ed.). Chicago: The University of Chicago Press. Retrieved from https://books.google.com.tw/books?id=e-vMN68C3M4C

    Henderson, D., Liden, R., Glibkowski, B., & Chaudhry, A. (2009). LMX differentiation: A multilevel review and examination of its antecedents and outcomes. The Leadership Quarterly, 20(4), 517–534.

    Herrmann, D., & Felfe, J. (2013). Moderators of the relationship between leadership style and employee creativity: The role of task novelty and personal initiative. Creativity Research Journal, 25(2), 172–181.

    Hiller, N., DeChurch, L., Murase, T., & Doty, D. (2011). Searching for outcomes of leadership: A 25-year review. Journal of Management, 37(4), 1137–1177.

    Hinkin, T. (1998). A brief tutorial on the development of measures for use in survey questionnaires. Organizational Research Methods, 1(1), 104–121.

    Hu, L., & Bentler, P. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1–55.

    Huang, L., Krasikova, D., & Liu, D. (2016). I can do it, so can you: The role of leader creative self-efficacy in facilitating follower creativity. Organizational Behavior and Human Decision Processes, 132, 49–62.

    Ivcevic, Z., & Mayer, J. (2009). Mapping dimensions of creativity in the life-space. Creativity Research Journal, 21(2), 152–165.

    Jacobsen, C. B. (2010). Crowding effects of public service motivation and task motivation among Danish physiotherapists. In EGPA 2010 Conference (pp. 1–30). Toulouse, France.

    Jacobsen, C. B., Hvitved, J., & Andersen, L. B. (2014). Command and motivation: How the perception of external interventions relates to intrinsic motivation and public service motivation. Public Administration, 92(4), 790–806.

    Janssen, O., & Van Yperen, N. (2004). Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal, 47(3), 368–384.

    Jaskyte, K., & Kisieliene, A. (2006). Determinants of employee creativity: A survey of Lithuanian nonprofit organizations. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 17(2), 128–136.

    Jensen, U. T., & Bro, L. L. (2018). How transformational leadership supports intrinsic motivation and public service motivation: The mediating role of basic need satisfaction. The American Review of Public Administration, 48(6), 535–549.

    Jiang, J., Wang, S., & Zhao, S. (2012). Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms. The International Journal of Human Resource Management, 23(19), 4025–4047.

    Joreskog KG, Sorbom D, W. F. (2006). Latent variable scores and observational residuals. Uppsala, Sweden.

    Kark, R., Van Dijk, D., & Vashdi, D. R. (2018). Motivated or demotivated to be creative: The role of self‐regulatory focus in transformational and transactional leadership processes. Applied Psychology, 67(1), 186–224.
    Kelloway, K. (1998). Using LISREL for structural equation modeling: A researcher’s guide. Thousand Oaks, CA: Sage.

    Kim, J.-O., & Mueller, C. (1978). Factor analysis: Statistical methods and practical issues. Beverly Hill, CA: Sage Publications.

    Kim, T.-Y., Hon, A., & Lee, D.-R. (2010). Proactive personality and employee creativity: The effects of job creativity requirement and supervisor support for creativity. Creativity Research Journal, 22(1), 37–45.

    Kline, R. (2005). Principles and practice of structural equation modeling. Guilford. New York, NY: Guilford.

    Kuvaas, B., Buch, R., Weibel, A., Dysvik, A., & Nerstad, C. (2017). Do intrinsic and extrinsic motivation relate differently to employee outcomes? Journal of Economic Psychology, 61, 244–258.

    Kuvaas, B., & Dysvik, A. (2009). Perceived investment in employee development, intrinsic motivation and work performance. Human Resource Management Journal, 19(3), 217–236.

    Lam, L., Xu, A., & Loi, R. (2018). Is emotional engagement possible in emotionally demanding jobs? Journal of Personnel Psychology, 17(1), 42–52.

    Lattin, J., Carroll, D., & Green, P. (2003). Analyzing multivariate data. Toronto: Brooks/Cole, Thomson Learning.

    Leat, M., & El-Kot, G. (2009). Interpersonal trust at work, intrinsic motivation, work-related tension and satisfaction in Egypt. International Journal of Workplace Health Management, 2(2), 180–194.

    Liao, H., Liu, D., & Loi, R. (2010). Looking at both sides of the social exchange coin: A social cognitive perspective on the joint effects of relationship quality and differentiation on creativity. Academy of Management Journal, 53(5), 1090–1109.

    Liden, R., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23(3), 451–465.

    Liden, R., & Maslyn, J. (1998). Multidimensionafity of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43–72.

    Loi, R., Mao, Y., & Ngo, H. (2009). Linking leader-member exchange and employee work outcomes: The mediating role of organizational social and economic exchange. Management and Organization Review, 5(3), 401–422.

    Madjar, N., Oldham, G., & Pratt, M. (2002). There’s no place like home? The contributions of work and nonwork creativity support to employees’ creative performance. Academy of Management Journal, 45(4), 757–767.

    Mainemelis, C., Kark, R., & Epitropaki, O. (2015). Creative leadership: A multi-context conceptualization. The Academy of Management Annals, 9(1), 393–482.

    Malingumu, W., Stouten, J., Euwema, M., & Babyegeya, E. (2016). Servant leadership, organisational citizenship behavior and creativity: The mediating role of team-member exchange. Psychologica Belgica, 56(4), 1–15.

    McFarlin, D., & Sweeney, P. (1992). Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes. Academy of Management Journal, 35(3), 626–637.

    Mumford, M., & Gustafson, S. (1988). Creativity syndrome: Integration, application, and innovation. Psychological Bulletin, 103(1), 27–43.

    Mumford, M., Hester, K., Robledo, I., Peterson, D., Day, E., Hougen, D., & Barrett, J. (2012). Mental models and creative problem-solving: The relationship of objective and subjective model attributes. Creativity Research Journal, 24(4), 311–330.

    Muñoz-Doyague, M., González-Álvarez, N., & Nieto, M. (2008). An examination of individual factors and employees’ creativity: The case of Spain. Creativity Research Journal, 20(1), 21–33.

    Nahrgang, J., Morgeson, F., & Ilies, R. (2009). The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time. Organizational Behavior and Human Decision Processes, 108(2), 256–266.

    Nunnally, J. (1967). Psychometric methods. New York, NY: McGraw-Hill.

    Oldham, G., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607–634.

    Pan, W., Sun, L.-Y., & Chow, I. H. S. (2012). Leader-member exchange and employee creativity: Test of a multilevel moderated mediation model. Human Performance, 25(5), 432–451.

    Park, H. H., Zhou, Y., & Choi, M. (2018). When are individuals innovative? Journal of Personnel Psychology, 17(1), 1–11.

    Podsakoff, P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.

    Podsakoff, P., & Organ, D. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544.

    Qu, R., Janssen, O., & Shi, K. (2017). Leader–member exchange and follower creativity: The moderating roles of leader and follower expectations for creativity. The International Journal of Human Resource Management, 28(4), 603–626.

    Quigley, N., & Tymon, W. (2006). Toward an integrated model of intrinsic motivation and career self-management. Career Development International, 11(6), 522–543.

    Rahbi, D., Khalid, K., & Khan, M. (2017). The Effects of leadership styles on team motivation. Academy of Strategic Management Journal, 16(3), 1–14. Retrieved from https://www.abacademies.org/articles/the-effects-of-leadership-styles-on-team-motivation-6793.html

    Rawlinson, G. (1981). Creative thinking and brainstorming. New York, NY: Wiley.

    Runco, M. (2008). Commentary: Divergent thinking is not synonymous with creativity. Psychology of Aesthetics, Creativity, and the Arts, 2(2), 93–96.

    Ryan, R. (1982). Control and information in the intrapersonal sphere: An extension of cognitive evaluation theory. Journal of Personality and Social Psychology, 43(3), 450–461.

    Ryan, R., & Deci, E. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25(1), 54–67.

    Ryan, R., & Stiller, J. (1991). The social contexts of internalization: Parent and teacher influences on autonomy, motivation and learning. Advances in Motivation and Achievement, 7, 115–149.

    Scandura, T. A., Graen, G. B., & Novak, M. A. (1986). When managers decide not to decide autocratically: An investigation of leader–member exchange and decision influence. Journal of Applied Psychology, 71(4), 579–584.

    Scandura, T. A., & Lankau, M. J. (1996). Developing diverse leaders: A leader-member exchange approach. The Leadership Quarterly, 7(2), 243–263.

    Schermuly, C. C., Meyer, B., & Dämmer, L. (2013). Leader-member exchange and innovative behavior. Journal of Personnel Psychology, 12(3), 132–142.

    Seibert, S., Wang, G., & Courtright, S. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96(5), 981–1003.

    Shalley, C. (1991). Effects of productivity goals, creativity goals, and personal discretion on individual creativity. Journal of Applied Psychology, 76(2), 179–185.
    Shalley, C., & Gilson, L. (2004). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. The Leadership Quarterly, 15(1), 33–53.

    Shalley, C., & Perry-Smith, J. (2001). Effects of social-psychological factors on creative performance: The role of informational and controlling expected evaluation and modeling experience. Organizational Behavior and Human Decision Processes, 84(1), 1–22.

    Shalley, C., Zhou, J., & Oldham, G. (2004). The effects of personal and contextual characteristics on creativity: Where should we go from here? Journal of Management, 30(6), 933–958.

    Shin, S. J., & Zhou, J. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703–714.

    Simonton, D. (1984). Artistic creativity and interpersonal relationships across and within generations. Journal of Personality and Social Psychology, 46(6), 1273–1286.

    Sluss, D., & Thompson, B. (2012). Socializing the newcomer: The mediating role of leader–member exchange. Organizational Behavior and Human Decision Processes, 119(1), 114–125.

    Spreitzer, G. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.

    Stringer, L. (2006). The link between the quality of the supervisor–employee relationship and the level of the employee’s job satisfaction. Public Organization Review, 6(2), 125–142.

    Thailand Misintry of Education, & Thailand National Commission for UNESCO. (2014). Education for all 2015 national review report : Thailand. Bangkok: Thailand National Commission for UNESCO.

    Thomas, Kenneth W, & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666–681.

    Thomas, Kenneth Wayne. (2000). Intrinsic motivation at work: Building energy & commitment. San Francisco, CA: Berrett-Koehler Publishers.

    Thomas, W., & Tymon, G. (1993). Empowerment Inventory. Inc. Distribution list. Tuxedo, NY: Xicom, Inc.

    Tierney, P., & Farmer, S. (2011). Creative self-efficacy development and creative performance over time. Journal of Applied Psychology, 96(2), 277–293.

    Tierney, P., Farmer, S., & Graen, G. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52(3), 591–620.
    Torrance, P. (1963). Adventuring in creativity. Childhood Education, 40(2), 79–87.

    Tsai, C.-Y., Horng, J.-S., Liu, C.-H., & Hu, D.-C. (2015). Work environment and atmosphere: The role of organizational support in the creativity performance of tourism and hospitality organizations. International Journal of Hospitality Management, 46, 26–35.

    Unsworth, K., Wall, T., & Carter, A. (2005). Creative requirement: A neglected construct in the study of employee creativity? Group & Organization Management, 30(5), 541–560.

    Wang, C.-J., Tsai, H.-T., & Tsai, M.-T. (2014). Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity, creative self-efficacy, and job complexity. Tourism Management, 40, 79–89.

    Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420–432.

    White, R. (1959). Motivation reconsidered: The concept of competence. Psychological Review, 66(5), 297–333.

    Woodman, R., Sawyer, J., & Griffin, R. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293–321.

    Xu, A., Loi, R., & Lam, L. (2015). The bad boss takes it all: How abusive supervision and leader–member exchange interact to influence employee silence. The Leadership Quarterly, 26(5), 763–774.

    Xu, E., Huang, X., Lam, C., & Miao, Q. (2012). Abusive supervision and work behaviors: The mediating role of LMX. Journal of Organizational Behavior, 33(4), 531–543.

    Yousef, D. (2001). Islamic work ethic–A moderator between organizational commitment and job satisfaction in a cross-cultural context. Personnel Review, 30(2), 152–169.

    Yurdugül, H. (2008). Minimum sample size for Cronbach’s coefficient alpha: A Monte-Carlo study. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi, 35, 397–405.

    Zhang, J., Fan, Y., & Zhang, X. (2015). The role of power motivation in creativity: A moderated mediation model. Social Behavior and Personality: An International Journal, 43(4), 613–628.

    Zhang, X., & Bartol, K. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128.

    Zhang, Z., Wang, O., & Shi, J. (2012). Leader-follower congruence in proactive personality and work outcomes: The mediating role of leader-member exchange. Academy of Management Journal, 55(1), 111–130.

    Zhou, J. (2003). When the presence of creative coworkers is related to creativity: role of supervisor close monitoring, developmental feedback, and creative personality. Journal of Applied Psychology, 88, 413–422.

    Zhou, J., & Shalley, C. (2003). Research on employee creativity: A critical review and directions for future research (pp. 165–217). Oxford, England: Elsevier: Emerald Group Publishing Limited.

    Zhou, Q., Hirst, G., & Shipton, H. (2012). Promoting creativity at work: The role of problem‐solving demand. Applied Psychology, 61(1), 56–80.

    Zuckerman, M., Porac, J., Lathin, D., & Deci, E. (1978). On the importance of self-determination for intrinsically-motivated behavior. Personality and Social Psychology Bulletin, 4(3), 443–446.

    下載圖示
    QR CODE