臺灣博碩士論文加值系統

本研究旨在探討轉換型領導與員工不同角色績效之間的關係，及員工的組織基礎的自尊對於此關係的中介效果。本研究假設有三：(1)轉換型領導與角色基礎的績效具有正向關係；(2)轉換型領導與組織基礎的自尊具有正向的關係；(3)組織基礎的自尊在轉換型領導與角色基礎的績效之間具有中介效果。
本研究採用問卷調查的方式，以台灣中部地區的不同產業為問卷發放的對象。為降低同源誤差，本研究邀請員工填答組織基礎的自尊，其直線主管填答轉換型領導與員工的角色基礎之績效。總計回收有效問卷共370份。研究結果發現：(1)轉換型領導對角色基礎的績效之各構面具有正向關係；(2)轉換型領導與組織基礎的自尊具有正向的關係；(3)組織基礎的自尊會對轉換型領導與部分之角色基礎的績效具有中介效果：即工作角色、創新角色以及組織角色基礎的績效。
本研究建議，轉換型領導需關注組織的健全發展，使員工投入團隊合作以及個人職涯成長，將有助於組織在快速變動的環境中繼續保持競爭力。為此，本研究指出，未來轉換型領導的研究應該致力於辨識能夠有效中介其對於員工的團隊角色績效及職涯角色績效之影響力的關鍵變數。

This study aims to examine the impact of transformational leadership on followers’ variety of employee role-based performance, including job-role, career-role, innovator-role, team-role and organization-role performance. In addition, it explores the mechanism underlying the impact, that is, followers’ organization-based self-esteem. There are three research hypotheses: firstly, transformational leadership is positively related to followers’ role-based performance; secondly, transformational leadership is positively related to followers’ organization-based self-esteem; thirdly, the relationship between transformational leadership and followers’ role-based performance is mediated by followers’ organization-based self-esteem.

The study collected data from a variety of industries in the central Taiwan area. Department leaders were asked to provide data on transformational leadership and followers’ role-based performance while their immediate subordinates were asked provided data on organization-based self-esteem. A total of 370 useable questionnaires were obtained. The results indicated that firstly, transformational leadership was positively related to each of followers’ role-based performance; secondly, transformational leadership was positively related to followers’ organization-based self-esteem; thirdly, followers’ organization-based self-esteem mediated the impacts of transformational leadership on some of followers’ role-based performance, that is, job, innovator, and organization role-based performance.

This study suggests that organizational leaders need to be more concerned on the organizations’ growth in the rapidly changing environment. In so doing, they should develop teams as well as individual employees to effectively meet the organizations’ growth needs. For this reason, it points out that future research on transformational leadership needs to identity the critical mechanism which can effectively transfer the impacts of transformational leadership on followers’ career and team role-based performance.

中文摘要 I
Abstract II
目錄 III
表目次 V
圖目次 VI

第一章 緒論 1
第一節 研究背景與動機 3
第二節 研究目的 4
第三節 研究範圍 5
第四節 研究流程 5
第五節 名詞釋義 6

第二章 文獻探討 8
第一節 轉換型領導 8
第二節 角色基礎的績效 16
第三節 組織基礎的自尊 21

第三章 研究方法 23
第一節 研究架構與假設 23
第二節 研究對象 28
第三節 研究工具 28
第四節 調查實施 31
第五節 資料分析 32

第四章 研究結果與討論 35
第一節 樣本描述 35
第二節 問卷之信度與效度 40
第三節 研究變項之相關分析 48
第四節 組織基礎的自尊對「轉換型領導與角色基礎的績效」的中介效果迴歸分析 51

第五章 結論與建議 54
第一節 研究主要發現 54
第二節 研究結論 58
第三節 研究建議 58
第四節 研究限制 60

參考文獻 62
附錄一、主管問卷 72
附錄二、員工問卷 80

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