臺灣博碩士論文加值系統

本研究檢視在組織和團隊中的轉型領導能否正向地影響醫護人員的支持和角色拓展自我效能，以及展現支持和角色拓展自我效能後能否提升工作角色績效（適應性和前瞻性）的可能性。研究資料收集來自地區醫院180份醫療人員，同時採用跨期研究法（T1成員下評上主管團隊與組織轉型領導；而T2成員自評團隊/組織支持、角色拓展自我效能、適應性、以及前瞻性），分別在兩個不同時間點予以測量，以了解在時間的變動下，來檢驗支持與角色拓展自我效能分別對團隊/組織轉型領導與工作角色績效（適應性與前瞻性）關係的中介效果。研究結果發現，團隊轉型領導會透過團隊支持，進而分別正向提升團隊成員適應性和前瞻性；團隊轉型領導也會透過角色拓展自我效能，進而分別正向提升團隊成員前瞻性。唯組織支持對組織轉型領導與組織工作角色績效（組織成員適應性和組織成員前瞻性）的中介效果未獲支持；角色拓展自我效能對組織轉型領導與組織工作角色績效的中介效果亦未獲支持。

The present study examined whether support and role-breadth self-efficacy, respectively, and team/organization leader transformational leadership correlated positively with work role performance (adaptivity and proactivity). Data were obtained from 180 employees from local hospitals. In this study, employees (team/organization members) rated their perceived team/organization leader transformational leadership in T1, while team/organization members self-rated team/organizational support, role-breadth self-efficacy, and work role performance (adaptivity and proactivity) in T2. To enhance the clarity of the causal relationship among variables of the present study, questionnaires were distributed at two time points. Results indicated that two indirect effects supplemented the direct effect of team leader transformational leadership on team member proactivity, the mechanisms of team support and role-breadth self-efficacy, and team leader transformational leadership was positively related to team support, which in turn increase the likelihood of team member adaptivity. Results also indicated that two indirect effects did not supplement the direct effect of organization leader transformational leadership on organization member proactivity, the mechanisms of role-breadth self-efficacy and organizational support. Role-breadth self-efficacy has no mediating effect of organizational leader transformational leadership on organizational member adaptivity.

內容目錄
中文摘要………………………………………………………iii
英文摘要………………………………………………………iv
致謝辭…………………………………………………………v
內容目錄………………………………………………………vi
表目錄…………………………………………………………viii
圖目錄…………………………………………………………ix
第一章 緒論……………………………….…………………1
第一節 研究背景與動機………………………………….1
第二節 研究目的……………………………………………4
第二章 文獻探討………………………………………………6
第一節 工作角色績效………………………………………6
第二節 支持…………………………………………………9
第三節 角色拓展自我效能…………………………………11
第四節 轉型領導……………………………………………12
第五節 負面情感……………………………………………16
第三章 研究方法………………………………………………17
第一節 研究架構……………………………………………17
第二節 研究假設……………………………………………19
第三節 研究對象與抽樣程序………………………………20
第四節 操作性定義及衡量工具……………………………21
第五節 資料處理與統計方法………………………………25
第四章 統計分析與結果………………………………………27
第一節 樣本資料特性………………………………………27
第二節 敘述性統計…………………………………………29
第三節 信效度分析…………………………………………35
第四節 整體模式衡量分析…………………………………41
第五節 相關分析……………………………………………44
第六節 迴歸分析……………………………………………47
第五章 結論與建議……………………………………………53
第一節 管理意涵……………………………………………53
第二節 實務意涵……………………………………………56
第三節 研究限制與未來研究建議…………………………58
參考文獻…………………………………………………………60
一、中文部分…………………………………………………60
二、英文部分…………………………………………………61
附錄A T1問卷………………………………………………..67
附錄B T2問卷………………………………………………..70

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