海外派駐領導者領導風格、對員工信任態度與對當地文化認同意向之研究 - 以某公司為例

Overseas Executives’ Leadership Styles, Trust in Employees, and Identification with Local Culture - A Study of One Company

張 家 駿(Chia-Chun Chagn)

指導教授 ： 李弘暉

元智大學/管理學院/管理研究所/碩士(2007年)

https://doi.org/10.6838/YZU.2007.00122

摘要

在國際化的浪潮下海外派駐的領導者，對公司的組織生存及發展負有決定的責任，所以如何面對企業的經營環境，表現出對當地文化認同的領導風格，與員工建立互動的信任關係，此一課題實為企業邁向全球化競爭的成敗關鍵。
本研究探討企業海外派駐領導者領導風格、對員工的信任態度，與對當地企業文化認同意向關係之研究，在文化認同變項中，考量領導者的心理社會發展及對員工的信任態度，並以台商到中國大陸設廠的當地負責營運領導者為分析研究對象，進行質性的個案研究。資料分析結果獲得以下發現：
壹、海外派駐領導者對企業當地的文化認同意向，會影響對員工的信任態度，換句話說企業海外派駐領導者，對當地文化意涵的認識、瞭解程度愈高時，表現在對員工的信任態度上也愈高。
貳、海外派駐領導者對當地的文化不接受不認同的情況下，表現在領導風格上會減少與員工的互動，且領導者與員工間的信任關係也會愈低。
參、領導者在文化認同上，愈尊重文化差異，愈重視當地員工價值時，其對員工的信任態度愈是會為企業組織帶來快速而穩定的成長。
肆、從台商在中國大陸設廠的經營摸索到成熟發展，可以說明台商企業要邁向全球競爭
培養國際競爭力時，首先要面對的就是領導與文化全球化的議題。
在本研究中我們的樣本數不夠多，僅以中國大陸東莞地區某公司的領導者為調查對
象，當樣本的數目愈多時就有能力更敏感察覺所要研究的關係，因此建議後續研究，可
以將更多類型的產業包含於研究樣本中，也可將研究範圍擴充到其他地區或國家。

關鍵字

領導、領導風格、文化、 文化認同、信任、信任關係、團體發展

並列摘要

In the wake of internationalization, overseas executives are largely responsible for the survival and development of entire companies. Therefore, taking into account a company’s operating environment and determining how to demonstrate leadership that identifies with local culture and build a trust relationship with employees is critical to the success of an enterprise’s globalization.
This study explores the leadership styles of companies’ overseas executives, their trust in employees, and their identification with local corporate culture. In terms of cultural identification, executives’ psychosocial and social development and their trust in employees have been taken into account. Qualitative case studies have been conducted on the executives of factories set up in mainland China by Taiwanese firms. The following findings have been obtained after analyzing the results:
I.Overseas executives’ identification with local culture impacts their trust in employees. In
other words, the more an enterprise’s overseas executives know about local culture, the
more they trust their employees.
II.Companies’ overseas executives who refuse to accept and identify with local culture tend
to reduce their interaction with employees, which leads to worse trust relationships
between the two.
III.The more executives know, understand and respect cultural differences and treasure local
employees’ values, the more they trust employees, which brings rapid and steady growth
to the company.
IV.The experiences of Taiwanese firms in the mainland, from startup through mature
development, demonstrate that in order to nurture global competitiveness companies
must first address issues related to executives and cultural globalization.
There were not enough samples for the present study. Only the executives of an enterprise located in Dongguan were surveyed. More samples would allow for a more sensitive analysis of the relationships in question. Therefore it is suggested that subsequent studies include more types of industries and various regions or nations in the samples.

並列關鍵字

leadership, leadership style, cultural identification, trust, trust relationship,

參考文獻

三、LMX理論（領導者－成員交換理論（Leader-Member Exchange Thery）Groge Graen

資料來源：1.劉鈞慈(2000)程序公平、組織承諾、信任與組織公民行為關係之研究-

Bowers & Seashore

Hersey & Blanchard

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