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研究生:羅連寬
研究生(外文):Lien-Kuan Lo
論文名稱:台灣中部三家中小機械企業的領導風格之研究
論文名稱(外文):The Study of Leadership Styles for Three Small and Medium-sized Machinery Enterprises in Central Taiwan
指導教授:蘇明俊蘇明俊引用關係
指導教授(外文):Min-Jiun Su
口試委員:吳中書郭平欣
口試日期:2016-05-29
學位類別:碩士
校院名稱:國立中興大學
系所名稱:企業管理學系所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2016
畢業學年度:104
語文別:中文
論文頁數:100
中文關鍵詞:領導領導風格型態領導結果多因素領導問卷
外文關鍵詞:LeadershipLeadership stylesLeadership resultsMLQ
相關次數:
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  • 下載下載:60
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近年來經濟體系面臨全球化競爭與兩岸開放通商之動態競爭環境下,其市場特點為高競爭、科技化、創新與成本領導策略之特性,中小企業面臨許多內外在環境衝擊,因此在中小企業之應對下勢必仰賴其領導者,帶領企業在動態競爭的環境下如何克服其挑戰。企業領導者之領導風格影響著組織的行為,領導者必須審視其組織所處之環境找出最適合其組織的領導風格,才能成功因應外在環境所帶來的挑戰。本研究主旨為探討台灣中部三家中小機械企業之領導風格研究。藉由三家個案公司為例,再經由調查後之交叉分析下,瞭解一位成功的領導者如何審視其組織情況,成功帶領企業邁向未來發展。本研究之研究目的為說明台灣中部三家中小機械企業之領導、確認領導風格型態與領導結果、領導風格型態與領導結果之比較分析。本文以台灣中部三家中小機械企業為本研究母體,依據多因素領導問卷(MLQ)之工具書設計出符合本研究之領導風格型態之調查問卷。根據專家訪談法之精神,調查三家個案公司之所有權領導者,進行領導風格型態之問卷調查與深入訪談,合計三位所有權領導者;並且依照專家訪談法,抽樣三家個案公司各12位部屬進行領導風格型態之問卷調查,合計36位部屬,整體調查樣本數共計39位,總共發放39份問卷,現場發放與回收,並立即檢視,所以當中無無效問卷,有效問卷共計39份,有效回收率為100%。根據本研究結果,個案A公司偏向轉換型領導、領導結果中有效性與部屬滿意度為主要之因素;個案B公司偏向轉換型領導、領導結果中有效性與部屬滿意度為主要之因素; 個案C公司偏向轉換型領導、領導結果中有效性與部屬滿意度為主要之因素。

In recent years, the economic system is now facing global competition and open commerce across Taiwan straits. With its market being hyper-competitive, rapid in technological development, innovative and cost leadership-oriented, medium and small sized firms are challenged by conflicts from inside out. Therefore, they must rely on their leaders to help them overcome the difficulties. In this study, three middle and small sized machinery firms in Central Taiwan are investigated in order to understand how leaders in organizations set forth to bring success to the firms. The purpose of our study is to illustrate the leadership style and result for the three machinery firms. The target population of this study is the three chosen machinery firms in Central Taiwan. The Multifactor Leadership Questionnaire (MLQ) is adopted in order to design questionnaires with respect to leadership style. Based on the expert interview method, the leaders of the three firms were investigated using questionnaires and in-depth interviews, and 12 subordinates for each firm (36 in total) was sampled to fill out the questionnaires. Therefore, there are total of 39 respondents with a response rate of 100% since the questionnaires are distributed and retrieved on-site. The study shows that firm A is in favor of transformational leadership, with effectiveness and subordinate satisfaction being the key factors of leadership result; firm B is in favor of transformational leadership, with leadership and subordinate satisfaction being the key factors for leadership result; firm C is also in favor of transformational leadership, with effectiveness and subordinate satisfaction being the key factors for leadership results.

目 次
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
第三節 研究對象與範圍5
第四節 研究流程5
第二章 文獻探討7
第一節 領導之相關研究7
第二節 中小企業的領導之相關研究8
第三節 領導風格型態之相關研究10
第四節 MLQ與領導結果之相關研究13
第三章 研究方法16
第一節 研究架構16
第二節 領導17
第三節 中小企業的領導18
第四節 領導風格型態18
第五節 MLQ與領導結果19
第六節 MLQ調查問卷的說明21
第四章 個案研究26
第一節 台灣中部三家中小機械企業的簡介26
第二節 台灣中部三家中小機械企業的領導31
第三節 台灣中部三家中小機械企業的領導風格型態與領導
結果 34
第四節 台灣中部三家中小機械企業的領導風格型態與領導
結果之比較分析46
第五章 結論與建議77
第一節 研究結論77
第二節 研究建議85
參考文獻86
附錄95

表目次
表3-1 MLQ調查問卷的領導風格與領導結果問項之構面、因素
及操作型定義21
表4-1 三家個案公司領導者的性別、學歷、職位、訪談日期及
時間34
表4-2 三家個案公司的創立時間、產業屬性、公司型態及員工
人數34
表4-3 個案A公司的領導風格型態與領導結果38
表4-4 個案B公司的領導風格型態與領導結果42
表4-5 個案C公司的領導風格型態與領導結果46
表4-6 台灣中部三家中小機械企業的領導風格型態與領導結果
之比較分析的結論74

圖目次
圖1-1 研究流程6
圖3-1 研究架構16
圖4-1 個案A公司的組織27
圖4-2 個案B公司的組織29
圖4-3 個案C公司的組織31
圖4-4 個案A公司的轉換型領導之比較分析47
圖4-5 個案A公司的特質型理想化影響之比較分析47
圖4-6 個案A公司的行為型理想化影響之比較分析48
圖4-7 個案A公司的鼓勵動機之比較分析49
圖4-8 個案A公司的智慧刺激之比較分析49
圖4-9 個案A公司的個別考量之比較分析50
圖4-10 個案A公司的交易型領導之比較分析50
圖4-11 個案A公司的情境報酬之比較分析 51
圖4-12 個案A公司的主動式例外管理之比較分析51
圖4-13 個案A公司的被動避免型領導之比較分析52
圖4-14 個案A公司的被動式例外管理之比較分析53
圖4-15 個案A公司的自由放任之比較分析 53
圖4-16 個案A公司的領導結果之比較分析 54
圖4-17 個案A公司的額外努力之比較分析 54
圖4-18 個案A公司的有效性之比較分析55
圖4-19 個案A公司的部屬滿意度之比較分析55
圖4-20 個案B公司的轉換型領導之比較分析56
圖4-21 個案B公司的特質型理想化影響之比較分析57
圖4-22 個案B公司的行為型理想化影響之比較分析57
圖4-23 個案B公司的鼓勵動機之比較分析 58
圖4-24 個案B公司的智慧刺激之比較分析 58
圖4-25 個案B公司的個別考量之比較分析 59
圖4-26 個案B公司的交易型領導之比較分析59
圖4-27 個案B公司的情境報酬之比較分析 60
圖4-28 個案B公司的主動式例外管理之比較分析61
圖4-29 個案B公司的被動避免型領導之比較分析61
圖4-30 個案B公司的被動式例外管理之比較分析62
圖4-31 個案B公司的自由放任之比較分析 62
圖4-32 個案B公司的領導結果之比較分析 63
圖4-33 個案B公司的額外努力之比較分析 63
圖4-34 個案B公司的有效性之比較分析64
圖4-35 個案B公司的部屬滿意度之比較分析64
圖4-36 個案C公司的轉換型領導之比較分析65
圖4-37 個案C公司的特質型理想化影響之比較分析66
圖4-38 個案C公司的行為型理想化影響之比較分析66
圖4-39 個案C公司的鼓勵動機之比較分析67
圖4-40 個案C公司的智慧刺激之比較分析67
圖4-41 個案C公司的個別考量之比較分析68
圖4-42 個案C公司的交易型領導之比較分析68
圖4-43 個案C公司的情境報酬之比較分析69
圖4-44 個案C公司的主動式例外管理之比較分析70
圖4-45 個案C公司的被動避免型領導之比較分析70
圖4-46 個案C公司的被動式例外管理之比較分析71
圖4-47 個案C公司的自由放任之比較分析71
圖4-48 個案C公司的領導結果之比較分析72
圖4-49 個案C公司的額外努力之比較分析73
圖4-50 個案C公司的有效性之比較分析73
圖4-51 個案C公司的部屬滿意度之比較分析74


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網站部份:

經濟部小企業處(民105年4月25日)。中小企業相關統計。民105
年4月25日,取自: http://www.moeasmea.gov.tw/lp.asp?ctNode
=689&CtUnit=140&BaseDSD=7&mp=1

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266&mp=1

許淑玲(無日期)。木工機械產業邁向國際化捍衛台灣的世界地位
大陸市場急拉抬視大陸為生意伙伴籲請政府正視土地政策及兩
岸三通釋放利多。專訪木工機器專委會召集人-博凱機械董事
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泰能機械工業股份有限公司(無日期)。公司簡介。民105年1月20日,取自: http://www.winder.com.tw/chinese/supplier.html


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