論轉化領導與互易領導

On Transformational Leadership and Transactional Leadership

鄧誠中(Tseng-Chung Tang) ； 紀麗秋(Li-Chiu Chi)

《中華技術學院學報》 22期 (2001/03) Pp. 1-22

https://doi.org/10.7095/JCIT.200103.0001

摘要

長久以來，領導相關學說始終是熱門的研究領域，然而對於轉化領導與互易領導的研究卻自一九七0年後期才逐漸開始。此類學說主張一位優秀的主管，必須同時或在不同的時間和情境下表現類似管理功能的互易領導風格，以及類似領導功能的轉化領導風格。亦即，一個領導者必須扮演互易領導者的功能，以有效開發組織內部的資源，透過互相交換的過程，滿足部屬的需求，並達成影響部屬的目的；同時，領導者亦必須扮演轉化領導者的功能，透過領導者個人理念的影響、對部屬的關懷、以及部屬心智的啟發等方面來產生潛移默化的效果，進而產生領導的影響力。

關鍵字

轉化領導 ； 互易領導

並列摘要

Leadership has been extensively studied among researchers over the past few decades. In spite of abundant research on leadership, it was not until the 1970s that researchers became seriously interested in transformational and transactional leadership. The notion asserts that a good superior has to, simultaneously or at separate time and scenario, show a style of transactional leadership similar to a function of management, as well as a style of transformational leadership similar to a function of leadership. In other words, a leader has to play a role of transactional leader so as to develop the resources within an organization, satisfy his subordinates' needs through the process of mutual exchange, and affect his subordinates. In addition, a leader has to play a role of transformational leader, that is, to produce the effect of leadership through an unobtrusive, imperceptible influence, for example, a leader's ideals, care for subordinates and enlightenment of subordinates.

並列關鍵字

transformational leadership ； transactional leadership