本研究主要是探討團隊多元化(實際的和知覺的)對團隊創新之影響,同時以家長式領導和多元化開放性為干擾變數。創新能力是企業獲勝主要關鍵,企業為因應日趨競爭激烈的環境,紛紛採用團隊的工作形態,以彈性、機動、快速特性來回應市場變動,吸引來自不同背景的人才,藉由來自相異背景的人力,滿足組織的需求,然而,團隊多元化是否確能提升團隊創新? 本研究以公民營企業或組織中的研發團隊為研究對象,此次共發出130份團隊問卷,未回收、填達不完整以及未達ICC指標檢驗之團隊問卷共有44份,最後計有效問卷共86個團隊,問卷回收率66.6%。採用統計資料分析和階層迴歸分析方式,驗證家長式領導對團隊多元化與團隊創新間之干擾效果,以及驗證多元化開放性對團隊多元化與團隊創新間之干擾效果。 本研究得到下列五項主要發現: 1.團隊多元化對團隊創新有部分負向影響;2.家長式領導中的威權領導對團隊創新有負向影響;3.多元化開放性對團隊創新有正向影響;4.在團隊多元化對團隊創新影響上,家長式領導並無顯著的干擾效果;5.在團隊多元化對團隊創新影響上,多元化開放性並無顯著干擾效果。 從本研究的結果顯示,人口背景的多元化(包含實際的與知覺的)對團隊創新有負面的影響,另一方面,多元化開放性的組織氛圍,則有助於團隊創新的提升。因此,管理者在組織氣候或企業文化上,應營造一個多元開放性的環境。此外,仁慈領導、德行領導已被組織中的管理機制或制度取代,因此影響不顯著,威權領導有顯著的負向影響效果,故管理者應避免之。
Since innovation ability is the key to surive under the competitive and turbulent environment, this study explored how team diversity (actual & perceived) influenced the team innovation, and investigated the moderating effects of paternalistic leadership and openness to diversity. The participants of current study included private enterprise and public organization's R&D team. Questionnaires were sent to130 team. for completion. 86 teams were valid after discarding the incomplete sets. The valid response rate is 66.6%. Data analysis combined confirmatory factor analysis and hierarchical regression analysis. The results showed that 1. the bio-demographic diversity had the negative impact on the team innovation; 2. the authority leadership, the component of paternalistic leadership, affected the team innovation negatively; 3. openness to diversity has the positive effect on the team innovation; 4. the moderating effects of paternalistic leadership and openness to diversity were not supported. According to findings, the current study argued that the population background's diversity (contains actual &perceived) has the negative impact on the team innovation; while the atmosphere of openness to diversity is helpful to team innovation. Therefore, the superintendent should build a multi-dimensional open environment culture. In addition, the benevolent leadership and moral leadership might be substituted by the management mechanism or the system substitution, so that the influences were not remarkable. Since the authority leadership has the remarkable negative effect, team leader should avoid it.