在全球快速變動的環境下，領導者需要以目的、價值觀和正直來領導組織，而真誠領導其核心概念正符合現今組織的發展需求。面對巨大的市場競爭情勢，高科技產業須提升員工的競爭力以影響組織發展，包含對於產品、服務或流程改善的創新行為。回顧過去的文獻，鮮少研究探討真誠領導、情緒勞務、心理擁有感及創新行為之間的關係，因此，本研究藉此研究缺口來探討上述變項之間的關係。
本研究以高科技從業人員為問卷主要調查對象，共發放450份紙本問卷與網路問卷，扣除無效填答者，共計回收374份問卷，有效回收率83.1%。本研究採用跨層次分析方法，期望可經此研究了解領導者真誠領導如何影響員工創新行為，分析結果顯示：1. 領導者真誠領導與員工創新行為具有正向影響關係；2. 領導者真誠領導與員工心理擁有感具有具有正向影響關係；3. 員工心理擁有感與員工創新行為具有正向影響關係；4. 員工心理擁有感在領導者真誠領導與員工創新行為之間具有部分中介效果；5. 領導者真誠領導在員工情緒勞務與員工心理擁有感之間具有調節效果。
本研究意涵可歸納為：1. 在真誠領導的情境下，領導者能透過自身的價值觀與真實自我一致的行為表現，來正向影響員工的創新行為，促進組織正向發展；2. 領導者的真誠領導行為使員工對組織產生認同感與歸屬感，進而使員工產生心理擁有感；3. 員工心理擁有感之中介效果，意即真誠領導者會讓員工的心理與組織產生情感的連結，使員工認同組織、知覺自己為組織成員，進而對組織產生正向態度與行為；4. 領導者真誠領導之調節效果，意即在員工表層演出與員工心理擁有感之關係，領導者的真誠領導能夠減弱員工的表層演出與心理擁有感之負向關係；在員工深層演出與員工心理擁有感之關係，領導者的真誠領導能夠增強員工的深層演出與心理擁有感之正向關係。本研究藉此研究結果提出實務上建議，並在最後說明研究限制與後續研究建議。

關鍵詞：真誠領導、情緒勞務、心理擁有感、創新行為

In a rapidly changing environment, leaders need to lead organizations with goals, values and integrity, and the core concept of authentic leadership is in line with the development needs of current organizations. Faced with the enormously environmental competition situation, high-tech organizations must enhance the competitiveness of employees to influence the development of the organization, including innovative behavior for products, or service and process improvement. According to the prior literature, few studies have explored the relationship among authentic leadership, emotional labor, psychological ownership, and innovative behavior. Therefore, this study explores the relationship between the above variables through research gaps.
This study collected data from employees in the high-tech organizations. 450 questionnaires which included paper and online questionnaires were distributed. After deducting invalid respondents, 374 samples were collected, indicating a valid response rate of 83.1%. Hierarchical linear modeling is utilized to understand how authentic leadership influences innovative behavior. The results showed that: 1. authentic leadership has a positive effect on innovative behavior; 2. authentic leadership has a positive effect on psychological ownership; 3. psychological ownership has a positive effect on innovative behavior; 4. psychological ownership partially mediates the relationship between authentic leadership and innovative behavior; 5. authentic leadership moderates the relationship between emotional labor and psychological ownership.
The implications of this study include: 1. authentic leadership can positively influence innovative behavior and promote the positive development of organizations through their own values and real self-consistent behavior; 2. authentic leadership enables employees to have a sense of identity and belonging to the organization, which in turn gives employees a sense of psychological ownership; 3. the mediating effect of psychological ownership, meaning authentic leadership can make employees and organizations have psychological connections, which make employees identify with the organization, perceive themselves as members of the organization, and then generate positive attitudes and behaviors towards the organization; 4. As for employee’s surface acting, the moderating effect of authentic leadership represents authentic leadership can weaken the negative relationship between surface acting and psychological ownership. On the other hand, employee’s deep acting means leader’s authentic leadership can strengthen the positive relationship between employee’s deep acting and psychological ownership. Based on the results of this study, results, suggestions, implications, contributions, limitations and future studies are discussed.

Keywords: authentic leadership, emotional labor, psychological ownership, innovative behavior

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