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    Title: 領導型態、團隊文化及團隊凝聚力對團隊績效之影響 : 以金融機構為例
    Other Titles: The impact of leadership style, team culture & team cohesion on team performance : a case study of financial institutions
    Authors: 謝志成;Hsieh, Chih-Cheng
    Contributors: 淡江大學企業管理學系碩士在職專班
    洪英正;Hung, Ying-Cheng;張雍昇;Chang, Yung-Sheng
    Keywords: 金融機構;領導型態;團隊文化;團隊凝聚力;團隊績效;Financial Institutions;Leadership Style;team culture;Team Cohesion;Team Performance
    Date: 2014
    Issue Date: 2015-05-04 09:51:12 (UTC+8)
    Abstract: 在進入二十一世紀時,金融機構的競爭優勢及績效在於無形資產-人力資源素質的好壞,現在的銀行組織已從層級式調整為功能式團隊。企業大量地運用「團隊」工作型態,緣於團隊能夠加強解決問題能力、提高生產力與工作效率、有效地運用資源與降低成本,因此能以較少人力達到較高的績效。
    然而領導者的不同領導型態決定了團隊的績效好壞。組織運用團隊合作方式,整合異質成員的能力與優勢,能夠有效察覺環境變動與顧客需求,可見團隊文化是影響績效的重要因素。團隊中所形成的凝聚力,能夠提升員工對組織的忠誠度,減少離職情形的發生,進而避免組織人力資本的流失。所以團隊之間成員之互動及溝通程度,對團隊亦會造成影響,團隊凝聚力對團隊績效具影響力。
    本研究問卷以電子問卷方式對大台北地區金融機構員工為主,採便利抽樣,回收279份問卷,回收率為93%,藉由描述性統計、信度分析、因素分析、t檢定、變異數分析及層級迴歸分析等方法進行資料分析。
    研究結果顯示,一、領導型態對團隊文化有顯著正向影響。二、團隊文化對團隊績效有顯著正向影響。三、團隊文化在領導型態對團隊績效影響上具部分中介效果。四、團隊凝聚力在團隊文化對團隊績效之影響上部分具有顯著調節作用。五、不同受試者主管性別在團隊凝聚力具顯著性差異。因此建議一、平衡領導型態可培養好的團隊文化。二、培養好的團隊文化,有助於團隊績效的提升。三、強化團隊凝聚力可以在團隊文化對團隊績效之影響力中提升團隊任務績效。
    In the twenty-first century, the performance and competitive advantage of financial institutions lie on intangible assets - human resources quality is good or bad. Now the bank transforms from the hierarchical organization to functional type team. Large number of enterprises use "team" work patterns, due to the team to strengthen problem-solving skills, improve productivity and efficiency, efficient use of resources and reduce costs, and therefore less human cost but be able to achieve high performance.
    However, the leader with different leadership style determines the team''s performance. Organizations use teamwork approach, integration capabilities and advantages of heterogeneous members can effectively detect environmental changes and customer needs, and so the team culture is an important factor affecting performance. Forming a cohesive team can enhance employee loyalty to the organization, reduce the incidence of employment situations, thereby be avoiding the loss of human capital in the organization. Therefore, the degree of interaction and communication among the members of the team will affect the performance. The team cohesion also influences the team performance.
    In this study the electronic questionnaires for financial institutions employees who work in Taipei area are used by convenience sampling. There are 279 questionnaires were recovered, the recovery rate was 93%. Then the data are analyzed with descriptive statistics, reliability analysis, factor analysis, t-test way ANOVA and hierarchical regression analysis.
    The results showed that the leadership style has a significant positive impact on the team culture. Second, the team culture has a significant positive impact on team performance. Third, the team culture has a partial mediating effect on the impact from leadership style to team performance. Fourth, team cohesion has a significant moderating effect on the impact from the team culture to team performance. Fifth, there is a significant difference on team cohesion by different gender of respondents’ managers. By these finding, we suggest that a balanced leadership style fosters good team culture. Second, cultivating a good team culture helps to improve team performance. Third, strengthen team cohesion can improve the influence from the team culture to team''s task performance.
    Appears in Collections:[企業管理學系暨研究所] 學位論文

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