本研究從新領導理論的角度,探討我國科技大學單位主管領導風格的類型,調查科技大學行政人員工作壓力的狀況、比較不同背景行政人員工作壓力的差異情形,並分析科技大學單位主管領導風格與行政人員工作壓力間的關係。 研究主要採用問卷調查法,以97學年度38所科技大學為研究範圍,本研究以隨機抽樣方式,選取26所學校不同單位的行政人員共312位寄發自編之調查問卷。回收問卷213份,剔除填答不完整問卷13份,得有效問卷回收200份,有效回收率64%。透過次數分配、百分比、平均數、標準差分析、單一樣本t考驗、獨立樣本t考驗、單因子變異數分析及皮爾森積差相關等統計方法分析後,本研究獲致結論如下: 一、我國科技大學單位主管領導風格的類型,以任務關係取向、轉型領導的傾向最高,其次為互易領導,公共關係取向最低。 二、我國科技大學行政人員工作壓力的狀況,以組織因素感受程度最高,工作本身次之,社會關係最低。 三、科技大學單位主管領導風格與行政人員工作壓力之關係,公共關係取向與工作壓力呈正相關;任務關係取向、轉型領導、互易領導呈負相關。 四、公立科技大學行政人員認為其單位主管的領導風格屬於「象牙塔型」及「人性關懷型」稍高於私立科技大學,其他不同的性別、年齡、職務、服務年資、教育背景的行政人員則無顯著差異。 五、私立科技大學行政人員的工作壓力在「社會關係」及「組織因素」較公立學校者稍高,其他不同的性別、年齡、服務年資、教育背景、職務的行政人員則無顯著差異。 六、科技大學改名前與改名後進入學校服務行政人員其工作壓力無差異,但在組織因素層面的工作壓力,改名前進入學校服務的同仁稍高於改名後進入者。
By exploring the types of leadership of department supervisors at universities of technology and how the work stress of the administrative personnel varies in different situations or departments, this thesis aims to analyze the relationship between supervisors’ leadership style and the administrative staffs’ job stress at universities of technology. In the 97th academic year, among the 38 universities of technology in Taiwan, questionnaires were randomly handed out to 312 administrative staffs in 26 universities. Altogether 213 questionnaires were collected and 200 copies of them were considered valid. Below are the six major conclusions made based on statistical techniques including item analysis, confidence analysis, frequency distribution, percentages, the arithmetic mean, standard deviation, one-sample t-test, independent samples t-test, one-way ANOVA and product-moment correlation, There are six conclusions as follows: 1.For most supervisors at universities of technology, the most identical leadership style is task-oriented transformational leadership. The transactional leadership comes next while relationship leadership comes last. 2.For most administrative staff at universities of technology, the poor management of the department makes them most stressful. The the content of the work comes next while social relationship comes last. 3. In the relationship between directors’ leadership style and staffs’ job stress at universities of technology, relationship leadership will cause positive effect about job stress satisfaction significantly; Task-oriented, transformational leadership and transactional leadership will partly cause negative effect about job stress significantly. 4. Compared to staff at the private universities of technology, more staff at the public universities of technology tend to believe their supervisors are ivory tower leaders or considerate leaders. Such a conclusion has nothing to do with the staff’s gender, age, positions, seniority, or educational background. 5. In terms of social relationship and department management, the job stress of staff at private universities of technology is greater than that of staff at the public Universities of Technology. 6. In terms of department management, the upgrade from colleges of technology to universities of technology has an influence on staff’s job stress might lead to the increase of job stress.