隨著社會與產業環境的大幅改變,人們在選擇工作的心態亦隨之改變,不僅僅是以公司規規模,薪水待遇衡量;「未來性」是現在許多人在選擇公司的要素,許多人會選擇規模或薪水不如其他公司,但具有發展性、未來性的公司。 本研究的目的在探討領導者的領導風格若是強烈關心發展,會對其下屬的組織承諾、組織公民行為及工作績效有何影響的相關議題,主要研究目的如下: 1.探討領導者若是關心發展對屬下的組織承諾是否會產生影響: 影響員工的組織承諾因素不少,而領導者的領導風格是一項相當重要的因素,本研究發現若是主管關心發展會對部屬的組織承諾有正向影響。 2.探討領導者若是關心發展對屬下的組織公民行為是否會產生影響: 研究顯示主管的領導風格對於員工的組織公民行為有正向影響,本研究發現領導者對工作關心的程度將會正向的影響員工的組織公民行為。 3.探討領導者若是關心發展對屬下的工作績效是否會產生影響: 組織成員的工作績效會大大影響組織的運行,很多研究顯示主管的領導風格對於員工的工作績效有明顯影響,本研究的研究結果發現領導者的領導行為雖不會直接影響員工的工作績效,但會藉由組織承諾和組織公民行為對工作績效產生影響。 關鍵字:1.領導風格 2.組織承諾 3.組織公民行為 4.工作績效
In recent years, the change by a large margin of the industrial structure of Taiwan, the Hi-Tech industry has already become important lifeblood of industry of Taiwan replacing various kinds of traditional industries of decades in Taiwan and become the most important pillar of Taiwan. The powerful rising of Hi-Tech industry, change the Taiwan’s company. They need Hi-tech Manpower to replace pass cheap and sincere worker. And intelligence wealth is more costly than the entity goods. Therefore, in order to create the valuable intelligence wealth, to make more superior hi-tech goods, to let high-quality talents like to join the company, it is after not joining company work performance it is can efficient ground, and can leaving office easily, it is a subject which the leaders of Hi-Tech industry pay much attention to now to cause the company to be on the decline. This research is directed against industry's environment and heart at present after the change by a wide margin , the scholar, to leadership style and other research of constructing surface dependence in the past, for instance: inclination of organizing promising , organization citizen's behavior , working performance , leaving office that work drop s into , works, whether it is still tenable to probe into its dependence. This research also expand the manage grid. Add a new one-dimensional quadrant:development. And probe into the influence power of development. Key word : 1.Leadership 2. Organization Commit 3.Organization citizen's behavior. 4. Job performance