本研究旨在回應與延續Cheong等人（2016）對賦能領導之雙面刃看法，試圖驗證賦能領導對部屬工作行為同時存在的正負面效果及其歷程，以心理擁有感理論作為脈絡，建立賦能領導透過心理擁有感中介形成創造性績效的正向歷程，以及透過角色理論之脈絡，建立賦能領導透過角色模糊中介形成工作拖延之負向歷程，並在此雙中介模型中加入部屬之自主需求程度檢驗其調節效果，驗證其是否會影響賦能領導效果或是能否作為展現效果之條件，並以兩階段問卷調查法蒐集共303份實證資料，控制正負向情緒後以JASP的中介路徑同時檢定雙中介歷程、以迴歸分析檢定調節式中介效果。分析結果顯示正向歷程方面賦能領導顯著正向影響部屬的心理擁有感，然而心理擁有感對賦能領導與創造性績效間的中介效果並未達顯著水準；負向歷程方面則是與原本假設之方向相反，賦能領導能夠顯著降低角色模糊、透過角色模糊降低工作拖延的間接效果亦達顯著水準，甚至在本研究未假設的賦能領導透過角色模糊影響創造性績效之正向中介效果亦達顯著，同時自主需求的調節效果亦未獲得支持。本研究以此結果討論部屬更傾向將賦能領導解讀為來自主管的支持與信任，而非因此形成對自身角色模糊感受，以及討論從正面角度應用角色理論、心理擁有感雙面性之可能。

This study extends the “double-edged sword” perspective of empowering leadership proposed by Cheong et al., (2016) through examining its simultaneous positive and negative effects. Drawing on psychological ownership theory, role theory, and temporal motivation theory, the study proposes a dual-path model in which empowering leadership enhances creative performance through psychological ownership while potentially increasing workplace procrastination through role ambiguity. Employees’ need for autonomy was further examined as a moderator of these relationships. Using a two-wave survey of 303 employees, this study found that empowering leadership increased psychological ownership while indirect effect on creative performance was not significant. Contrary to expectations, empowering leadership reduced role ambiguity, which subsequently decreased workplace procrastination and unexpectedly enhanced creative performance. The moderating effect of need for autonomy was not supported. Overall, the findings suggest that employees tend to interpret empowering leadership behavior as a form of support thus increased trust in leader rather than a source of role ambiguity, offering a more nuanced understanding of empowering leadership and the constructive role of reduced role ambiguity.

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