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題名:流通業主管領導風格、組織文化與領導效能之相關研究
作者:袁漱萱 引用關係
作者(外文):Shu shiuan Yuan
校院名稱:國立彰化師範大學
系所名稱:商業教育學系
指導教授:康龍魁
學位類別:博士
出版日期:2006
主題關鍵詞:領導風格組織文化領導效能流通業leadership styleorganizational cultureleadership effectivenessdistribution industry
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本研究採文件分析與問卷調查法,依據研究目的、研究問題以及文獻探討,編製「流通業員工意見調查表」,以瞭解流通業員工對主管領導風格、組織文化與領導效能的現況,探討不同員工與主管背景變項在員工對主管領導風格、組織文化與領導效能知覺的差異情形,檢定在本研究假設下,流通業員工對主管領導風格、組織文化與領導效能知覺間中介效果與模式配適度。
研究母群體為與台灣連鎖加盟協會簽約的會員廠商員工,採便利取樣方式,問卷資料以Pearson相關分析、變異數分析、多元迴歸分析、結構方程模型等統計方法考驗研究假設。依據研究結果,本研究提出結論如下:
一、流通業員工對主管領導風格期望大於知覺,尤其在個別關懷與智能啟發兩項因子的差距最大。
二、流通業員工對各類型組織文化期望值高於知覺值,員工都較期盼宗族文化並知覺到目前流通業的組織文化較趨向層級與市場文化發展。
三、流通業員工對領導效能知覺趨於中等程度。
四、主管級員工較一般員工更知覺到主管領導風格是較趨向於「轉型領導」風格、也較肯定主管之領導效能。年資較深的員工對各類型組織文化的知覺均較高,而主管級的員工對各類型組織文化的知覺又較一般員工高。
五、員工所知覺的主管領導風格與組織文化均可以有效的解釋員工所知覺的領導效能。中介分析的結果顯示在對「領導效能」結構的關係上,主要是經由領導風格來中介組織文化,而較非由組織文化中介領導風格。
依據本研究結論,對當今流通業之主管提出建議。
一、主管應給予員工更多的個別關懷,針對個別的才智激發潛能。
二、主管應扮演良師與父母的角色,營造員工所期盼的組織文化。
三、主管應定期檢討與改善領導效能,尤應致力於加強員工的滿意度。
四、女性主管應加強領導風格的展現,致力於員工對其領導效能的肯定,改變傳統對女性主管領導效能低於男性之刻板印象。
五、主管應針對年資較淺之員工加強組織文化之宣導,以提昇領導效能。
六、主管應同時提高員工對組織文化與領導風格的知覺,以提昇員工對領導效能的肯定。
關鍵詞:領導風格、組織文化、領導效能、流通業
This study employed documentation analysis and questionnaire survey. Based on the research purposes, research questions, and literature review, the survey questionnaire of distribution-industry employees’ opinions was developed, in order to (a) understand employees’ current perceptions of leadership style, organizational culture, and leadership effectiveness, (b) investigate how the perceptions may differ by the demographic backgrounds of the employees and their supervisors, and (c) test the mediating effects and the fitness of the hypothesized structural models that specify the relationships between leadership style, organizational culture, and leadership effectiveness.
The research population is the employees of the members of the Taiwan Chain Stores and Franchise Association, and the convenient sampling method was used. The questionnaire data were tested for all proposed hypotheses by statistical analyses, including Pearson’s correlational analysis, the analysis of variances, multiple regression analysis, and structural equation modeling. According to the results, this study offered the following conclusions:
A) Employees' expectations of transformational leadership styles were higher than actual perceptions; the largest differences were in the styles of individualized consideration and intellectual stimulation.
B) Employees’ expectations of organizational cultures were higher than actual perceptions, particularly on clan culture. These current perceptions were approaching the hierarchy and market cultures.
C) Employees have moderate perception of leadership effectiveness.
D) Employees who are supervisors perceived stronger transformational leadership style and leadership effectiveness than did ordinary ones. Longer-employed workers perceived stronger organizational cultures, while employees who are supervisors also perceived so.
E) Employees’ perceived leadership style explained perceived leadership effectiveness effectively. The mediational analyses showed that it’s more plausible that leadership style mediates the link between organizational culture and leadership effectiveness, rather than that culture mediates the link between style and effectiveness.
Based on the above conclusions, some suggestions for current supervisors of distribution industry were offered:
1. Supervisors should offer individualized consideration more and give individualized intellectual stimulation to the employees.
2. Supervisors should play the role of good teacher and parent and create an organizational culture that was expected by the employees.
3. Supervisors should regularly examine leadership effectiveness and improve it, particularly on increasing the group member satisfaction.
4. Female supervisors should strengthen the demonstration of leadership style, and devote time to make leadership effectiveness esteemed by the employees, in order to change the traditional stereotype that female leaders have lower effectiveness than males.
5. Supervisors should reinforce the delivery of the organizational culture to shorter-employed workers, to increase leadership effectiveness.
6. Supervisors should improve employees’ perceptions of both organizational culture and leadership style, so that employees have higher positive regard of their leadership effectiveness.
Keywords: leadership style, organizational culture, leadership effectiveness, distribution industry
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