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題名:海峽兩岸製造業主管領導風格、部屬成熟度、工作特性、與領導效能之研究
作者:張其高
作者(外文):Chi-Kao Chang
校院名稱:彰化師範大學
系所名稱:工業教育學系
指導教授:康自立
學位類別:博士
出版日期:2004
主題關鍵詞:領導行為領導風格部屬成熟度工作特性領導效能Leadership behaviorsLeadership styleSubordinate maturityJob characteristicsLeadership effectiveness
原始連結:連回原系統網址new window
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本研究係應用康自立(民86)所建構之「中國式領導模式」,編製「領導行為量表」,參考國內外文獻建構「部屬成熟度量表」、「工作特性量表」及「領導效能量表」,以探討部屬成熟度、工作特性、及領導行為各構面,對領導行為、領導效能之影響。
本研究採問卷調查法,以中國大陸上海地區及台灣地區製造業員工為母群體,採立意抽樣方式,在中國大陸上海地區,發出量表2,000份,回收量表1,232份,回收率61.60%,可用量表1,055份,可用率85.63%;在台灣地區,發出量表2,200份,回收量表1,500份,回收率68.18%,可用量表1,338份,可用率89,2%。問卷資料以因素分析、T²考驗、F考驗、t考驗、Wilk’s Λ多變項變異數分析、區別分析、多元逐步迴歸分析及徑路分析等統計方法,將所得資料予以處理分析,以考驗研究假設,做為資料解釋的依據,並作成具體結論與建議,俾供海峽兩岸製造業領導之參考。
依據文獻探討和問卷調查資料之統計分析結果,本研究獲得下列之結論:
一、海峽兩岸在工作特性及部屬成熟度上產生顯著的差異,大體而言,中國大陸高過於台灣。
二、海峽兩岸製造業主管領導行為,列於中上之程度,在領導效能方面,亦列於中上之程度,兩者中國大陸高皆過於台灣。
三、海峽兩岸製造業不同背景的員工,在領導行為及領導效能具有不同的差異現象。
四、海峽兩岸製造業員工因工作特性的不同所感受的領導行為也有所差異,傾向於工作愈有變化、愈完整及回饋性愈高的工作,所感受的領導行為程度則愈強。
五、海峽兩岸製造業員工傾向於成熟度愈高,所感受的領導行為程度愈強;心理成熟而工作不成熟的員工比心理不成熟而工作成熟的員工感受較高的作之師、作之親的領導風格。
六、海峽兩岸製造業員工感受主管領導行為愈強,其領導效能也愈高。
七、海峽兩岸製造業主管領導行為「作之師」、「作之君」及「作之親」對工作特性、部屬成熟度及對領導效能皆有區別的能力。
八、海峽兩岸製造業主管領導行為對領導效能具有預測能力:「作之親」領導行為對「成員需求滿足」領導效能構面最具預測力;「作之君」領導行為對「組織目標達成」領導效能構面最具預測力;「作之師」領導行為對「整體」領導效能構面最具預測力。
九、海峽兩岸製造業員工工作特性及部屬成熟度,對領導行為產生直接影響效果,並透過領導行為,而對領導效能產生間接之影響。
This study was based on the “Chinese leadership model” proposed by Kang Tze-Li (1997) to draw up the statistical table of leadership behaviors, and to complete the statistical table of subordinate maturity, statistical table of job characteristics and statistical table of leadership effectiveness by referring to the literature in Taiwan and other foreign countries. The purpose of this study was to discuss the influence of subordinate maturity, job characteristics and leadership behaviors on leadership behaviors and leadership effectiveness.
This study applied the questionnaire survey, took workers in the manufacturing industry as population, and conducted a judgmental sampling survey. Two thousand questionnaires were sent to Shanghai, China. The returning number of the questionnaires was 1,232, with the returning rate of 61.60% while the valid number was 1,055 with the valid rate of 85.63%. In Taiwan, 2,200 questionnaires were sent with the returning number of 1,500 and the returning rate of 68.18%; the valid number of 1,338 and the valid rate of 89.2%. The results of the questionnaires were analyzed by the following statistical methods: factor analysis, T² test, F test, Wilk’s Λ multivariate variance analysis, differentiating analysis, multiple stepwise regression analysis and path analysis. The obtained data were processed and analyzed to test the hypothesis. The results had become the basis for interpreting the data. The specific conclusions and suggestions would work as the reference for leaders in the manufacturing industry on both sides of the strait.
According to the statistical and analytical results of the literature review and the questionnaire survey, this study had obtained the following conclusions:
1.Overall, in terms of the significant differences in job characteristics and subordinate maturity on both sides of the strait, the number in Mainland China was higher than in Taiwan.
2.Leadership behaviors and leadership effectiveness of the managers in the manufacturing industry on both sides of the strait were above average. The number of both items obtained in Mainland China was higher in Mainland China than in Taiwan.
3.Workers with different backgrounds in the manufacturing industry on both sides of the strait had significant differences in leadership behaviors and leadership effectiveness.
4.Due to different job characteristics, workers in the manufacturing industry on both sides of the strait had different feelings to leadership behaviors. The tendency was that the more variable, the more complete, and the more profitable the job was, the stronger feelings the workers would have to leadership behaviors.
5.The more mature workers in the manufacturing industry on both sides of the strait tend to have stronger feelings to leadership behaviors. Compared to workers with psychological immaturity and job maturity, workers with psychological maturity and job immaturity had stronger feelings to the leadership styles of the roles of parents and mentors.
6.The stronger feelings to the leadership behaviors of managers, that the workers in the manufacturing industry on both sides of the strait had, would result in the higher leadership effectiveness
7.The leadership behaviors of the three roles, “monarch,”“parent” and “mentor,” of managers in the manufacturing industry on both sides of the strait had differentiating capabilities in job characteristics, job maturity and leadership effectiveness.
8.The leadership behaviors of managers on both sides of the strait had predictability for leadership effectiveness. The leadership behaviors of the “parent” role had the best predictability for workers’ need satisfaction in leadership effectiveness; the leadership behaviors of the “monarch” role had the best predictability for the organizations’ goal achievement in leadership effectiveness; the leadership behaviors of the “mentor” role had the best predictability for the entirety in leadership effectiveness.
9.Workers’job characteristics and subordinate maturity in the manufacturing industry on both sides of the strait had direct influence on leadership behaviors while leadership behaviors had indirect influence on leadership effectiveness.
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