教練式領導對政府部門領導力影響之研究：以教練式部屬培育研習班為例

政府部門在面臨科技創新、經濟發展、能源短缺、環境變遷等外在環境挑戰，以及世界各國全球化、高度風險社會及資通訊技術飛速發展等新興議題的公共困境與問題，更要洞燭先機採取行動，而政府部門的管理者扮演著重要角色，需領導團隊面對與克服複雜的公共問題與服務，因此培養政府部門主管的領導管理才能至關重要。教練式領導是透過排除干擾以發揮個人潛能，並形成學習型組織以發展高績效的工作環境，且有具體操作步驟，實有助於政府部主管成功整合團隊成員個人行動，以創造團隊綜效力量的領導與管理能力。為瞭解政府部門主管在實務工作中教練式領導的運用情形及對領導力與組織績效之助益，本研究採用質性研究方法，經由文獻探討、次級資料、質性訪談等分析，進而提出結論與建議。整理訪談資料並予以歸納分析，主管原本的領導管理皆為權威式領導，其本身個性及原本的領導風格同時影響教練式領導的運用，面臨的管理領導問題以部屬情緒、與同仁互動及工作態度問題最多，其次為團隊建立與培育主管；研究結果顯示教練式領導能提升主管傾聽同理、提問回饋兩大教練技巧，且促使主管自我覺察與學習，培養主管具人本信念，並依據情境選擇扮演主管、老師或教練等角色。針對研究結果，本研究提出二項研究建議：1.將教練式領導能力納入中、高階主管管理核心職能，並建立機制積極推動；2.收集與分析研究各機關推動之案例或個案，納入中高階主管領導班及教練式部屬培育專班課程，並研發教練式領導指引手冊。

關鍵字

教練式領導；公部門主管；領導管理

並列摘要

In the face of external challenges such as technological innovation, economic development, energy scarcity, and environmental changes, as well as emerging issues like globalization, highly risky societies, and rapid developments in information and communication technology, the government sector must seize opportunities and take action. Managers within the government play a crucial role in leading teams to confront and overcome complex public issues and services. Therefore, nurturing leadership and management skills among government executives is of paramount importance. Coaching Leadership is the practice of unleashing individual potential by eliminating hindrances and fostering a learning-oriented organization to cultivate a high-performance work environment. It involves specific operational steps and greatly contributes to the leadership and management capabilities required by government officials to successfully integrate team members' individual actions and create synergistic team strength. To understand the practical application of coaching leadership among government executives and its benefits for leadership and organizational performance, this research adopts a qualitative research method. Through a literature review, secondary data analysis, and qualitative interviews, conclusions and recommendations are drawn. After organizing and summarizing interview data and subjecting it to deductive analysis, it becomes apparent that the leadership and management styles of the managers were initially authoritative. Their individual personalities and original leadership styles also influence the application of coaching leadership. The predominant management and leadership challenges they face revolve around subordinate emotions, interactions with colleagues, and work attitudes, followed by team establishment and nurturing by supervisors. The research results indicate that coaching leadership enhances managers' coaching skills such as active listening and empathetic questioning, prompting self-awareness and learning, fostering a human-centric belief system, and guiding managers to assume roles like supervisors, teachers, or coaches based on the context. Based on the research findings, two recommendations are proposed: 1. Integrate coaching leadership skills into the core competencies of mid- and senior-level managerial positions within the government sector and establish mechanisms for active promotion. 2. Collect and analyze cases or instances of initiatives from various agencies, incorporate them into leadership training programs for mid- and senior-level managers, and develop a coaching leadership guidebook.