團隊主管領導風格對於工作壓力、工作滿意及職務輪調之影響 – 以平衡矩陣組織為例

隨著社會不斷的演進，工作內容越來越專業的同時，工作範圍也越來越狹隘，進而導致團隊的出現。而組織為了適應團隊的出現，必須重新調整組織的結構，PMOBOK （2004）提出矩陣式組織分為弱矩陣組織、平衡矩陣組織及強矩陣組織，弱矩陣組織的成員由各部門借調，並且沒有領導者，成員之間靠協調來推行計劃；平衡矩陣組織在向各部門借調的成員中，指定一名成員做為領導者，計劃結束的同時，領導者的身分也隨之消失；強矩陣組織中，領導者來自正式的管理部門，對於團體成員有完全的控制權。本研究之問卷發放對象以國內北部中小企業為研究範圍，並以參與過平衡矩陣組織的職員為抽樣對象，並以問卷調查的方式進行研究。計發出200份問卷，回收166份，並採用SPSS及AMOS進行敘述性、相關、迴歸、路徑及線性結構關係分析。發現交易型領導不適用於平衡矩陣組織，家長式領導對於工作壓力及工作滿意有顯著關係，並影響職務輪調意願。

關鍵字

平衡矩陣組織；領導風格；工作壓力；工作滿意；輪調意願

並列摘要

Along with the social unceasing evolution, work content become more and more specialized, and causes the team appearance. Organizes in order to adapt team's appearance, which must readjust organization's structure. PMOBOK (2004) proposed the matrix organization divides into the weak matrix organization, the balanced matrix organization and the strong matrix organization, the weak matrix organization's member is loaned out by various departments, and does not have the leader, they depend on the coordination to carry out the plan; The balanced matrix organization in the member who is loaned out to various departments, assigns a member to do for the leader, and leader's identity end up when the plan finished; In the strong matrix organization, the leader comes from the official control section, which has the complete domination regarding the association members. This research scope takes the small and medium enterprise in domestic north, and participate staff member in the balanced matrix organization for sample object. This research sends out 200 questionnaires and retrieves 166 questionnaires. The questionnaire uses SPSS and AMOS carries on descriptive analysis, the correlation analysis, the regression analysis, the path analysis and the structural equation model. This research found the transaction leadership is not suitable for the balanced matrix organization; the paternalistic leadership has the remarkable relations regarding the work stress and job satisfaction, and affects the change of duty in turn.