本研究旨在探討國際觀光旅館營業單位幹部對其主管領導風格的認知與其個人組織承諾之關係。為符應該產業特性與實況採Hersey & Blanchard的情境領導與Porter, Steers, Mowday & Boulian的組織承諾為理論基礎。情境領導係以幹部完成任務之準備度為情境因素,配合「任務」與「關係」二構面,將主管領導風格分為「說服型」、「指揮型」、「參與型」、「授權型」等四種。組織承諾則就「價值承諾」、「努力承諾」、「留職承諾」三構面加以探討。 本研究以台灣地區93年度評鑑合格之58家國際觀光旅館為母群體,扣除無效問卷後的有效樣本共包括17家國際觀光旅館之331位幹部;採問卷調查法進行,調查工具包含「領導風格量表」、「組織承諾量表」、「個人背景資料」三部分。依據實證分析所得研究結果如下: 一、該產業營業單位主管對其幹部最常採授權型領導,其次是說服型和參與型領導,最少採指揮型領導。 二、不同幹部的年齡、年資、畢業科系,以及旅館最高階領導、所處地區等對幹部的組織承諾皆呈顯著性差異。 三、主管運用愈多說服型、參與型及授權型領導時,幹部的組織承諾愈高;其中參與型領導下的幹部組織承諾最高,指揮型領導下的幹部組織承諾最低。
This study is aimed at analyzing the cognition and the relationship between manager's leadership styles and cadre organizational commitment in the operation unit of international tourist hotels. In terms of the features of this industry, both theories,“situational leadership”by Hersey & Blanchard and “organizational commitment” by Porter, Steers, Mowday & Boulian serve as the basis of this study. In the former theory, how the cadre prepare for the task becomes an situational factor. “Task” and “relationship” become both structural sides of situational leadership. In this way, manager′s leadership styles can be sorted into the following four types : persuasion, command, participation and authorization. In the latter theory,“value”, “effort ”and“retention”make up the main parts to be studied. The international tourist hotels involved includes fifty-eight state-qualified excellent ones evaluated and granted by the government in 2004, with 331 cadre filling out the questionaire. The three survey tools used are“leadership style measurement”,“organizational commitment measurement”and“personal background data”. By analyzing all the evidences collected, the following result is reached : 1. Authorization leadership has the highest frequency. Then come persuasive and participating ones. Command leadership has the lowest frequency. 2. The cadre of different ages, working years, graduating departments, leadership of the highest rank and the locations of the hotels will show remarkably different 3. The more persuasively, participatively and delegatingly managers behave, the more commitment the cadre have. All in all, the participative leadership brings the most cadre commitment while the command brings the least.