轉換型領導、資訊交換與團隊認同對於團隊績效的影響

The Influence of Transformational Leaders, Information Sharing and Team Identity on Team Performance

黃新福 ； 林孟錡

《管理資訊計算》 2卷2期 (2013/12) Pp. 168-192

https://doi.org/10.6285/MIC.2(2).13

摘要

金融業向來是全球各國的經濟核心與產業血脈，是否健全經營，關係到經濟發展和社會穩定，任何經營決策的失誤皆可能造成產業與市場的骨牌效應。然而，金融海嘯、歐債問題、美國量化寬鬆政策（QE3）等多方市場衝擊之下，國內的經濟也飽受影響。台灣身處於亞洲金融區，對應大陸的新興市場崛起之下，除了台灣本身的財務體質良好外，兩岸政府也努力建立銀行監理合作平台、簽立兩岸經濟合作架構協議（ECFA）、發展兩岸特色金融等，對於提升國內金融更是具有相當的前景可期。國內的金融機構藉由不斷的併購、組織重整、再造等變革後，也多採以團隊的形式管理與運作。因此充分暸解、掌握與刺激團隊成員間獨有資訊的分享交換，再透過運用較適合的領導形態，相信更可將整體績效帶向高峰，以因應未來國內金融產業將接受更多元化且更嚴峻的挑戰。本研究以行政院金融監督管理委員會的統計資料，針對三大金融服務業區塊：金融機構、保險業及證券業的從業人員為調查對象，且為團隊型態為主。總計發出80個團隊約320份問卷，回收62個團隊為248份，50個有效團隊共198份。經統計套裝軟體SPSS，透過描述性統計分析、相關分析與迴歸等分析，檢定各研究假設，結果發現：（1）轉換型領導與團隊成員的資訊交換呈顯著正關聯；（2）轉換型領導與團隊績效呈顯著正關聯；（3）團隊成員的資訊交換與團隊績效呈顯著正關聯；（4）資訊交換對於團隊領導與團隊績效之中介效果並不顯著；（5）團隊認同對於資訊交換與團隊績效之干擾效果並不顯著。依據上述的調查結果，本研究擬提出下列的具體建議：（1）領導者扮演團隊溝通與協調的角色，以提升團隊間的資訊交換程度；（2）激勵團隊成員並規劃團隊共同願景，可有效提升團隊的績效；（3）溝通、增加團隊成員獨有資訊的討論，對於團隊整體績效具有加乘效果。

關鍵字

轉換型領導 ； 資訊交換 ； 團隊認同 ； 團隊績效

並列摘要

The financial industry has always been the economic core and industry blood of the countries around the world, the soundness of the industry related to the economic development and social stability. Any business decision-making errors are likely to cause a domino effect of the industry and the market. However, under the impact of the financial tsunami, the debt problems in Europe, the quantitative easingIIIin U.S.A (QE3),Taiwan's economy is also suffering from the impact. Taiwan is located in Asian Financial District, under the rise of the emerging markets of China, in addition to good financial health of the Taiwan, both governments are also efforts to establish banking supervisory cooperation platform, the execution of cross-strait economic cooperation framework agreement (ECFA), the development of cross-strait characteristics of financial etc., these have quite a bright future for enhancing Taiwan's financial. Domestic financial institutions by constant mergers and acquisitions, organizational restructuring, reengineering and other change, select and adopt the management and operation of the form of a team. Therefore fully understand and master the unique information exchange from team members, and then through the use of a more appropriate form of leadership, team performance can be brought to the high peak and to face the financial industrymore diversified and more severe challenges.Thestudy use the the statistics from Financial Supervisory Commission, aimed at the three blocks of the financial services industry: financial institutions, insurance and securities industry practitioners surveyedand use team as a sample. Approximately 320 questionnaires were issued a total of 80 teams, the recovery of 62 teams for the 248 and 50 teams total of 198 valid questionnaires. Use SPSS by the ways of descriptive statistics, correlation and regression analysis to test various hypotheses, the evidence found in the study indicated that: (1) Transformational leaders had a significant positive influence on the Information sharing between team members; (2)Transformational leaders had a significant positive influence on Team performance; (3) the Information sharing between team members had a significant positive influence on Team performance; (4) the Information sharing between team members for the mediating effects of Team leaders and Team performance is not significant; (5) Team identity for Information sharingand Team performance the moderating effect is not significant.Based on the above findings, this study proposed the following specific recommendations: (1) leader to play a team communication and coordination role in order to enhance the degree of Information sharing between team members; (2) to motivate team members and planning team shared vision, can effectively enhance Team performance; (3) communication, increase the discussion of the unique information of the team members has a synergistic effect for the overall Team performance.

並列關鍵字

Transformational Leaders ； Information Sharing ； Team Identity ； Team Performanc

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