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학술저널

Revisited of Self-Enhancement Bias and Transformational Leadership

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The purpose of this study is attempted to identify any influencing relationship between the antecedent variables and the members' innovative work behavior that were expected to influence organizational performance based on the theory of planned behavior (TPB) and the extended theory of planned behavior (ETPB). Specifically, we conducted attitude as intrinsic motivation, perceived behavioral control as self-efficacy, subjective norm as value based on TPB, and other influencing variable as self-enhancement based on ETPB. Also, it was attempted to find out whether or not transformational leadership played the role of a moderator variable between each variable and innovative work behavior. The survey was conducted SMEs in Seoul and metropolitan area. 158 copies of effective questionnaires were used. We analyzed CFA, Cronbach’s α and correlation analysis, regression analysis and multiple regression using SPSS 19.0 and AMOS 19.0. It was found that self-efficacy, value, intrinsic motivation and self-enhancing bias have been found out to have a positive relationship respectively with innovative work behavior. And the transformational leadership has moderated to have a statistically significant negative influence between value, intrinsic motivation and innovative work behavior, respectively. These results suggested that leaders will be successful in winning members' trust through conducting their behaviors as fitted to the applicable ethical and moral standards and through their fair, transparent and legitimate management practiced in an attitude of 'taking the initiative and setting an example,' solving such problems is well expected to be made possible.

Abstract

Ⅰ. Introduction

Ⅱ. Theoretical Background and Hypotheses

Ⅲ. Empirical Analysis

Ⅳ. Empirical Analysis

Ⅳ. Discussion and Conclusion

References

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