從社會認同觀點探討領導型態與領導效能之關連性： 台灣與大陸製造業之比較

Exploring the Association between Leadership Style and Leadership Effectiveness from a Social Identification Perspective: A Comparison of the Manufacturing Industry in Taiwan and China

向士中(Shih-Chung Shang)

指導教授 ： 江炯聰

國立臺灣大學/管理學院/臺大－復旦EMBA境外專班/碩士(2018年)

https://doi.org/10.6342/NTU201800396

摘要

本研究採用社會認同的觀點，探討轉換型領導對領導效能表現之影響，並且以主管認同為中介變項，探討其中介效果。再者，本研究蒐集台灣和大陸兩個地區的樣本，並且比較不同地區員工在轉換型領導、主管認同、主管領導效能和員工組織公民行為等構面的差異。
本研究以問卷調查法來收集資料，以台灣及大陸的製造業員工為研究對象，透過配對取樣的方式，同時收集主管與部屬的資料。本研究總共發出282套問卷，回收的有效配對問卷共有264套，有效配對問卷回收率為93.62%。問卷調查結果經敘述統計分析、信度分析、皮爾森相關分析、階層迴歸分析、獨立樣本T檢定，探討轉換型領導、主管認同、主管領導效能和員工組織公民行為之關聯性。
本研究之主要發現與總結如下：(1) 轉換型領導對知覺領導效能及員工組織公民行為皆有顯著正向影響。(2) 轉換型領導對主管認同有顯著正向影響。(3) 主管認同對知覺領導效能及員工組織公民行為皆有顯著正向影響。(4) 轉換型領導會透過主管認同的部份中介效果，對知覺領導效能產生影響。(5) 轉換型領導會透過主管認同的完全中介效果，對組織公民行為產生影響。(6) 大陸員工之轉換型領導、主管認同、知覺領導效能顯著高於台灣員工。(7) 台灣和大陸員工之組織公民行為無顯著差異。
本研究主要貢獻在於以社會認同的觀點，檢驗轉換型領導對領導效能的直接效果，並且進一步檢驗主管認同在自變項與依變項之間的中介效果，提供更完整的角度來檢視領導型態與領導效能之間的關係，補充國內領導的相關研究之不足。由於同時以兩岸員工為受測者，本研究結果亦可提供研究者從事兩岸相關研究的參考。

關鍵字

轉換型領導 ； 主管認同 ； 領導效能 ； 組織公民行為

並列摘要

This research, based on the view of social identification, aimed to explore the influence of transformational leadership on leadership effectiveness, and took supervisor identification as a mediating factor to examine the mediating effects. In this study, we collected samples from Taiwan and Mainland China, and compared the differences of employees in transformational leadership, supervisor identification, leadership effectiveness and organizational citizenship behavior in different regions.
A total of 282 questionnaires were distributed to the manufacturing employees in Taiwan and Mainland China and the samples were included supervisors and subordinates. The response rate was 93.62% and 264 valid questionnaires were employed into following analysis to investigate the influence of transformational leadership on leadership effectiveness. Several statistic methods were used to analyze the collected data sets, including descriptive statistics analysis, reliability analysis, Pearson’s correlation analysis, hierarchical regression analysis, and independent-sample T-test.
Moreover, the main findings and conclusions of this study are as follows:
(1) Transformational leadership has significant positive effects on perceived leadership effectiveness and organizational citizenship behavior.
(2) Transformational leadership has a significant positive impact for supervisor identification.
(3) Supervisor identification has significant positive effects on perceived leadership effectiveness and organizational citizenship behavior.
(4) Supervisor identification is partial mediate the relationship between transformational leadership and perceived leadership effectiveness.
(5) Supervisor identification is completed mediate the relationship between transformational leadership and organizational citizenship behavior.
(6) The dimensions of transformational leadership, supervisor identification, and perceived leadership effectiveness for Mainland Chinese employees are significantly higher than Taiwanese employees.
(7) There is no significant difference in the organizational citizenship behavior of employees in Taiwan and Mainland China.
The main contribution of this study was to test the direct effect of transformational leadership for leadership effectiveness from the point of view of social identification, and to further test the mediating effect of supervisor identification. This study tried to provide a more complete perspective to examine the relationship between leadership style and leadership effectiveness, and also to supplement the lack of leadership research in this field. Lastly, the results of this study also provided a reference for researchers engaged the studies in Taiwan and Mainland China filed.

並列關鍵字

transformational leadership ； supervisor identification ； leadership effectiveness ； organizational citizenship behavior

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