在現今變化快速的時代中,領導者對於組織之生存及發展負有相當大的責任,再者,在此知識經濟的時代中,領導者如何藉由提高員工的組織承諾及工作滿意,進而鞏固企業的智慧資本,亦為重要的課題。本論文以轉換式、交易式領導風格為研究主題,在情境變項中,考量員工人格特質及領導者與部屬的關係,以員工為分析研究對象,進行實證分析,探討轉換式、交易式領導風格對員工態度之關聯性研究。 在實證分析方面,共計有195位員工,針對主管的領導風格填寫問卷,統計分析後可歸納為下列研究發現: (1)轉換式及交易式領導對於工作滿意及組織承諾是具有正相關,但轉換式領導對工作滿意及組織承諾的相關性是高於交易式領導;領導風格對於員工態度之個別差異性分析中,員工在領導風格為高轉換高交易下的工作滿意及組織承諾是最高。 (2)成就動機高的員工在面對轉換式領導風格時,其工作滿意及組織承諾大於成就動機低的員工。成就動機高的員工在交易式領導風格時,組織承諾愈高大於成就動機低的員工。 (3)信任關係高的員工在面對主管表現之轉換式領導風格時,其工作滿意將大於信任關係低的員工;親信關係高的員工在面對主管表現之轉換式領導風格時,其工作滿意大於親信關係低的員工。 (4)內/外控、親近關係、信任關係及親信關係皆會影響員工的工作滿意及組織承諾。內控的員工之工作滿意高於外控的員工,親近關係高的員工態度高於親近關係低的員工、信任關係高的員工之員工態度高於信任關係低的員工及親信關係高的員工之工作態度高於親信關係低的員工。
ABSTRACT This study examines with an empirical analysis on transactional and transformational leadership. After reviewing the preview literature on leadership, we propose five main hypothesis. In the first hypothesis, we discuss the relationship between transformational /transactional leadership and employee’s attitude. In the second hypothesis, we discuss the interaction effect of leadership style and employee’s traits on employee’s attitude. In the third hypothesis, we discuss the interaction effect of leadership style and intimacy / trust relationship on employee’s attitude. In the fourth hypothesis, we discuss the relationship between employee’s traits and employee’s attitude. In the fifth hypothesis, we discuss the relationship between intimacy / trust relationship on employee’s attitude. Based on the result of statistical analysis on 195questionnaires filled out by employees, the following findings were obtained: (1)Transformational leadership and transactional leadership correlates with organizational commitment and job satisfaction, but the correlation coefficient between transformational leadership and employee’s attitude is higher than the correlations coefficient between transactional leadership and employee’s attitude. The employee’s attitude under high transformational and high transactional leadership is higher than others. (2)The interaction effects of the achievement and transformational leadership on job satisfy and organizational commitments are significant, the interaction effect of the achievement and transactional leadership is significant. High achievement employee toward transformational leadership has higher job satisfy and organizational commitment. High achievement employee toward transactional leadership has higher organizational commitment. (3)High intimacy / trust relationship of the employee toward transformational leadership has higher job satisfy. (4)The internalizer has higher job satisfy, higher confidant relationship of employee has higher