臺灣博碩士論文加值系統

二十一世紀是個變遷快速的時代，人才的重要性已超過資本、技術等有形的資產，成為最重要的創新及競爭資源。故對企業而言，在日益多變的世界中，領導顯的更為重要。一個企業如果缺少領導人才發揮領導能力，勢必無法在多瞬的世界中繁榮茁壯。
本研究主要針對觀光產業卓越企業領導人價值觀形成的過程與內涵進行探索，並分析及歸納觀光產業卓越企業領導人是如何將價值觀灌注到組織內，進而領導企業邁向長期成功。本研究將採用觀光產業卓越企業領導人所撰傳記進行歷史文獻回顧，並以Ken Blanchard and Michael O’Connor所提出價值管理(Managing by values)為主要架構，使用內容分析法來進行價值領導之研究。
研究結果發現，觀光產業卓越企業領導人在各階段價值觀的形成過程，對日後他們在經營企業有很大的影響。領導人的個人價值觀會成為其創辦或領導的企業所重視的價值觀，而這價值觀會成為整個企業的核心，這無形的核心通常會以較有形的方式呈現，如使命及願景。價值領導能使領導人依循價值觀來迅速且正確的做各項決策，並授權給員工產生許多附加效益。同時也使價值觀滲透到組織每一個角落或以文化的形式出現。當組織執行整體運作時，價值領導能增加組織的效率與應變能力，並使組織全員方向明確一致，產生凝聚力，進而讓企業的經營能夠持續的延續下去。

Values have been described as the beliefs about how to behave and what subjects are important to achieve. Also, there has been an implicit understanding that excellent leadership relies on articulating personal and professional value orientations. Sarros and Santora (2001), however, indicated that much work remained in fully understanding the role of values in leadership excellence.
The present study was designed to explore the formation of values of the leaders of the excellent enterprises in the tourism industry, and discern the way the leaders made their organizations live the values. The structure of Managing By Value, proposed by Blanchard and O’Connor in 1997, was employed after moderation as the research framework. Accordingly, from a qualitative prospect, the researcher analyzed the contents of the autobiographies of seven excellent enterprises in the tourism industry─ McDonald’s Corp., Starbucks Coffee Corp., Disney Corp., Marriott International, Rosenbluth International, Holiday Inn, and Southwest Airlines Co..
The study recognized that the leaders of the selected enterprises have had formed their own values mainly due to their family and childhood experiences, which becomes the first stage of the value-based leadership. At the second stage, the leaders had to clarified the values with members related to the organizations, especially the managers and the employees. Thirdly, the major approaches of communicating the values with the organizational members were departmental activities and formal communication strategies. Moreover, the group dynamics were aligned with the values at the team building level, and the strategic management at the organizational level. Finally, at the follow-up stage, all the leaders would reevaluate the whole process while implementing continuous improvements.
The study also raised five scopes and seven propositions and provided the managerial and academic implications. Last of all, research limitations and suggestions for the future study were discussed .

內容目錄
中文摘要　．．．．．．．．．．．．．．．．．．．．． iii
英文摘要　．．．．．．．．．．．．．．．．．．．．． iv
誌謝辭　　．．．．．．．．．．．．．．．．．．．．． vi
內容目錄　．．．．．．．．．．．．．．．．．．．．． vii
表目錄　　．．．．．．．．．．．．．．．．．．．．． ix
圖目錄　　．．．．．．．．．．．．．．．．．．．．． xi
第一章　　緒論．．．．．．．．．．．．．．．．．．． 1
　　第一節　　研究背景．．．．．．．．．．．．．．． 2
　　第二節　　研究問題．．．．．．．．．．．．．．． 4
　　第三節　　研究目的．．．．．．．．．．．．．．． 6
第二章　　文獻回顧．．．．．．．．．．．．．．．．． 7
　　第一節　　領導發展簡介．．．．．．．．．．．．． 7
　　第二節　　領導型態．．．．．．．．．．．．．．． 11
　　第三節　　價值領導．．．．．．．．．．．．．．． 14
第三章　　研究設計．．．．．．．．．．．．．．．．． 24
　　第一節　　研究方法．．．．．．．．．．．．．．． 25
　　第二節　　抽樣．．．．．．．．．．．．．．．．． 31
　　第三節　　類目建構．．．．．．．．．．．．．．． 35
　　第四節　　衡量方式．．．．．．．．．．．．．．． 36
　　第五節　　效度控制．．．．．．．．．．．．．．． 36
　　第六節　　實施過程．．．．．．．．．．．．．．． 39
第四章　　分析結果．．．．．．．．．．．．．．．．． 41
　　第一節　　信度分析．．．．．．．．．．．．．．． 41
　　第二節　　觀光產業卓越企業領導人的價值觀．．．． 43
　　第三節　　價值觀形成構面．．．．．．．．．．．．． 48
　　第四節　　釐清價值觀構面．．．．．．．．．．．．． 61
　　第五節　　溝通價值觀構面．．．．．．．．．．．．． 75
　　第六節　　定位價值觀構面．．．．．．．．．．．．． 86
　　第七節　　再評估構面．．．．．．．．．．．．．． 120
第五章　　觀光產業卓越企業領導人價值領導之命題發展． 126
第六章　　研究結論、建議與限制．．．．．．．．．．． 128
　　第一節　　研究結論與建議．．．．．．．．．．．． 128
　　第二節　　研究限制．．．．．．．．．．．．．．． 136
參考文獻　．．．．．．．．．．．．．．．．．．．．． 137
附錄A　　編碼表．．．．．．．．．．．．．．．．．． 151
表目錄
表 3- 1 樣本領導人．．．．．．．．．．．．．．．．．．33
表 3- 2 構面及類目一覽表．．．．．．．．．．．．．．．35
表 3- 3 強度問卷．．．．．．．．．．．．．．．．．．．40
表 4- 1 強度量表之相關分析．．．．．．．．．．．．．．42
表 4- 2 價值觀形成構面總表．．．．．．．．．．．．．．49
表 4- 3 家庭及童年經驗語幹表．．．．．．．．．．．．．54
表 4- 4 衝突事件引發的自我發現語幹表．．．．．．．．．56
表 4- 5 主要的生活改變及經驗學習語幹表．．．．．．．．57
表 4- 6 重要人物的影響語幹表．．．．．．．．．．．．．59
表 4- 7 釐清價值觀構面總表．．．．．．．．．．．．．．62
表 4- 8 對主管釐清價值觀語幹表．．．．．．．．．．．．67
表 4- 9 對員工釐清價值觀語幹表．．．．．．．．．．．．69
表 4- 10 對顧客釐清價值觀語幹表．．．．．．．．．．．．71
表 4- 11 對其他關係人釐清價值觀語幹表．．．．．．．．．72
表 4- 12 對股東釐清價值觀語幹表．．．．．．．．．．．．74
表 4- 13 溝通價值觀構面總表．．．．．．．．．．．．．．76
表 4- 14 利用組織單位活動語幹表．．．．．．．．．．．．81
表 4- 15 溝通工具語幹表．．．．．．．．．．．．．．．．83
表 4- 16 正式溝通策略語幹表．．．．．．．．．．．．．．84
表 4- 17 非正式溝通管道語幹表．．．．．．．．．．．．．85
表 4- 18 定位價值觀構面總表．．．．．．．．．．．．．．87
表 4- 19 訂定遠景語幹表．．．．．．．．．．．．．．．．103
表 4- 20 資訊蒐集語幹表．．．．．．．．．．．．．．．．105
表 4- 21 資訊判斷語幹表．．．．．．．．．．．．．．．．107
表 4- 22 反映選擇語幹表．．．．．．．．．．．．．．．．109
表 4- 23 團隊動力語幹表．．．．．．．．．．．．．．．．111
表 4- 24 高績效團隊語幹表．．．．．．．．．．．．．．．113
表 4- 25 策略管理語幹表．．．．．．．．．．．．．．．．115
表 4- 26 獎勵與回饋語幹表．．．．．．．．．．．．．．．118
表 4- 27 持續改善構面總表．．．．．．．．．．．．．．．120
表 4- 28 再評估語幹表．．．．．．．．．．．．．．．．．123
圖目錄
圖 2- 1 MBV 流程圖．．．．．．．．．．．．．．．．．．23
圖 3- 1 價值領導概念性架構圖．．．．．．．．．．．．．24
圖 3- 2 實施過程．．．．．．．．．．．．．．．．．．．40

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