我國行政院研究發展考核委員會多年來為帶動公部門服務的改造與提升,莫不致力於公部門行政革新及政府再造運動等創新作為,並從行政院服務品質獎中,彙集了許多機關創新的作為,從中發現公部門的組織創新能力是影響組織績效的重要因素;如何能持續創新,主管的領導風格與員工之間的知識分享行為將是重要關鍵。因此希望透過本研究,全面探討公部門組織中,領導風格、知識分享行為與組織創新績效間的關聯性,以作為公部門提升組織績效之參考。 本研究以桃園縣政府各單位暨所屬機關以及位於桃園縣中央機關之組織員工為調查對象,採分層抽樣與便利抽樣方法,共發放30個單位,有效回收樣本為285份,同時採用SPSS及AMOS統計軟體進行資料分析、討論,形成本研究之發現及結論如下。 1.主管領導風格對員工知識分享行為及組織創新有顯著正向影響,但對於組織績效無直接影響性。 2.員工知識分享行為對組織績效有顯著正向影響,但對於組織創新沒有影響。 3.組織創新對組織績效有顯著正向影響,且根據路徑係數,其影響力最為強烈。 4.員工知識分享行為及組織創新兩變數為領導風格與組織績效的中介因子。 5.不同背景變項對於四個變數各構面之認知差異的假設部分成立,其中有差異的變項包括教育程度、職位、年資及單位屬性。 最後,本研究對實證結果於管理實務上的意涵進行討論與提出建議。
In order to improve and develop the service quality of public agencies, Executive Yuan was devoted to many innovative activities, such as administrative innovation and governmental reengineering, etc. In addition, we can acquire many valuable and innovative experiences from The Service Quality Award of Executive Yuan, and found that the organizational innovative capabilities are important factors which can influence organizational performance in public sectors; moreover, leadership styles and knowledge sharing behaviors of employees are the key points to affect the vitality of innovation. Therefore, the purpose of this study was to discuss the relationship among the members’ perceptions of director’s leadership style, employees’ knowledge sharing behavior, organizational innovation and administrative performance. This study took the members of Tao Yuan County Government, the County’s subordinated agencies, and the central governmental organizations in Tao Yuan as the population, and adopted stratified and convenient sampling. There were 285 valid samples, and the collected data was processed with SPSS and AMOS. The results of the analysis were summarized as follow: 1.Leadership style directly impacts knowledge sharing behaviors of employees, and organizational innovation, but has no directly influence on organizational performance. 2.Knowledge sharing behaviors of employees directly impacts organizational performance, but has no directly influence on organizational innovation. 3.Organizational innovation directly and strongly impacts organizational performance. 4.Organizational innovation and knowledge sharing behaviors of employees are the key roles as intervening variables between leadership style and organizational performance. 5.The leadership style, knowledge sharing behaviors of employees, organizational innovation and administrative performance partially differ due to the different education, departments, serving years in the current organization, and positions of samples.