女性軍官領導行為與權力基礎之實證研究
―以服役於艦艇之女軍官為例―

論文摘要
　　近幾年來由於教育的普及和傳統觀念逐漸式微，女性受教育的程度日漸提升，連帶使得婦女就業的機會大增。國防部門為社會中的一環，志願役軍官均來自民間，過去以男性為主要成員的軍事院校，近年來招募面臨了相當大的壓力。民國八十三年陸軍官校、海軍官校、國防管理學院、中正理工學院首度招收正期女生，女性已成為國軍幹部的重要來源之一。

有鑑於政治、社會與科技問題日趨多元且日益複雜，領導的藝術實有繼續研究的必要。細究領導的本質是源於影響力，亦即廣義的「權力」。本研究以Bass在1985年所提出交易型與轉換型領導理論，及French & Raven在1959年對權力基礎所作的分類，來探討服役於艦艇之女性兵科軍官的領導行為與權力基礎。期望能透過理論的脈絡與驗証，使女性軍官對自身的領導統御與權力的運用有所了解，進而形成獨特的風格。

本研究採縱斷性設計，在女性兵科軍官擔任幹部的第一年及第二年即作實證調查，其重要發現如下：(1)在轉化型與交易型領導之各構面上，女性軍官與男性軍官無顯著差異，其領導型態是橫跨兩種型式，較偏向轉化型領導。(2)在權力基礎的運用上，女性軍官與男性軍官雖無顯著差異，但女性軍官偏向使用參照權與專家權。(3)女性軍官的領導行為與使用的權力基礎呈正相關。

關鍵字：轉化型領導、交易型領導、權力基礎、女性軍官

A Practical Study on Commanding Behavior and Power Bases of Female
Naval Officers—Samples taken from female officers serving on warships
of the R.O.C. Navy



Abstract

In recent years, due to the popularity of education and the variation of traditional concepts, employment opportunities are wide open to women. In other words, it has become the main stream to welcome “woman power” into all walks of life. There is no exception for the Ministry of National Defense (MND). In the past, professional officers were all males. Military academies admitted only male students. A few years ago, the MND, adjusting to the world trend, made major academies open to female students in order to cultivate female officers who would be serving in the military. In 1994, for the first time, the following academies admitted female students: the Military Academy, the Naval Academy, the National Management College and the Chung-cheng College of Science & Engineering. Now, female officers have been an important part of the military personnel.

Since modern politics, society and technology have become more and more complicated, how to successfully lead is a branch of art and science. The commanding modes of female military officers have formed a newly-rising research field and need to be studied continuously. The essence of leadership is derived from influence, which means “power” in the broad sense. This study is based on two theories. One is the theory of transformational leadership and transactional leadership advocated by Bass in 1985. The other is the power bases advocated by French & Raven in 1959. This study is focusing on the commanding behavior and power bases of female naval officers serving on warships. Through the study with logical analyses and practical experiments, it is hoped that female Naval officers can clearly understand how they practise their leadership and power. Furthermore, the study can help them establish their own successful and unique commanding styles.

Questionnaires and interviews were done with female officers who had been serving in the Navy for one or two years. There are three important points found as follows:

(1) Regarding the factors of the transformational leadership and transactional leadership, no significant difference is shown between male and female Naval officers. Officers of both sexes use both types of leadership although female officers have a slight preference for transformational leadership.
(2) In practising power bases, officers of both sexes are almost the same although female officers have a little tendency to use reference power and expert power.
(3) The relation between commanding behavior and power bases of female naval officers is significantly positive.



Key words: transformational leaderhsip & transactional leadership, power bases, Female
officers

目　錄 頁次

第一章　緒　論．．．．．．．．．．．．．．．．．．．．．．1
　第一節　研究動機．．．．．．．．．．．．．．．．．．．．1
第二節 研究流程．．．．．．．．．．．．．．．．．．．．3
第二章　文獻探討．．．．．．．．．．．．．．．．．．．．．4
　第一節　領導理論之回顧與相關研究．．．．．．．．．．．．4
第二節　權力基礎的意義及相關研究．．．．．．．．．．．．19
第三章　研究方法．．．．．．．．．．．．．．．．．．．．．29
第一節　研究架構．．．．．．．．．．．．．．．．．．．．29
第二節　研究對象與操作性定義．．．．．．．．．．．．．．30
第三節　分析工具與研究假設．．．．．．．．．．．．．．．33
第四節　研究限制．．．．．．．．．．．．．．．．．．．．38
第四章　分析結果．．．．．．．．．．．．．．．．．．．．．39
第一節　因素分析．．．．．．．．．．．．．．．．．．．．39
第二節　描述性統計、差異分析．．．．．．．．．．．．．．45
第五章　結論與建議．．．．．．．．．．．．．．．．．．．．54
第一節　結論．．．．．．．．．．．．．．．．．．．．．．54
第二節　建議．．．．．．．．．．．．．．．．．．．．．．57
第三節　對後續研究的建議．．．．．．．．．．．．．．．．59
第六章　參考文獻．．．．．．．．．．．．．．．．．．．．．60
附錄一　問卷．．．．．．．．．．．．．．．．．．．．．．．72
附錄二　訪談原始資料

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Executive,February 1990,pp.7-22.A critical assessment of the
Mystique,subscribed to in business and taught in business
Schools,that places a premium on the team over the individual.