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    Title: 領導型態、單位文化與單位績效之關係性分析 : 以中華電信和威寶電信為例
    Other Titles: The research of the relationship among leadership style, department culture and department performance : a study of chunghwa telecom and vibo telecom
    Authors: 謝一帆;Hsieh, Yi-fan
    Contributors: 淡江大學管理科學研究所碩士班
    陳海鳴;Chen, Hai-ming
    Keywords: 領導型態;組織文化;組織次文化;組織績效;Leadership Style;Organizational Culture;Organizational subculture;Organizational Performance
    Date: 2009
    Issue Date: 2010-01-11 03:12:02 (UTC+8)
    Abstract:  本研究係探討不同領導型態、單位文化、與單位績效三者間的關係。試圖逹到下到目的:一、探討不同主管領導型態之單位,其單位文化是否具顯著差異。二、探討不同單位文化,其單位績效是否具顯著差異。三、探討不同主管領導型態之單位,其單位績效是否具顯著差異。  
      本研究選擇台北地區電信產業中的中華電信及威寶電信兩間公司之不同營運處的員工為研究對象,利用便利抽樣法,中華電信發放200份問卷,威寶電信則發放100份問卷,回收有效問卷合計294份,有效回收率約為98%。並利用信度分析、描述性統計、平均數差異檢定、因素分析、集群分析、卡方檢定、單因子變異數分析等統計方法進行資料分析。本研究結果如下:
    一、不同主管領導型態之單位,其單位文化具顯著差異。其中,「教練型」領導型態最多,「教練型」領導型態中,又以「理性型」單位文化佔最多。
    二、不同單位文化,其單位績效具顯著差異。其中,「理性型」與「開放型」的單位文化在員工工作滿足、目標逹成度與顧客滿意度上沒有顯著差異,而「獨裁型」的單位文化則在三個單位績效構面均獲得顯著最低的得分。
    三、不同主管領導型態之單位,其單位績效具顯著差異。「教練型」及「指導型」的領導型態在員工工作滿足上、目標逹成度及顧客滿意度上並無顯著差異,但兩者均較「支持型」及「授權型」的領導型態差異來的顯著,其中又以「授權型」的領導型態在三個單位績效構面獲得顯著最低的得分。
    This thesis discusses the relationship among leadership style、department culture and department performance and tries to reach the goals as below. First of all, to study is there any significant difference of different leadership style on department culture. Secondly, to study is there any the significant difference of different department culture on department performance. Thirdly, to study is there any significant difference of different leadership style on department performance.

    The research target group is divisions’ employees of Chunghwa Telecom and VIBO Telecom in Taipei. 200 questionnaires were distributed to Chunghwa Telecom’s employees and 100 questionnaires were distributed to VIBO Telecom’s employees by convenient sampling. Finally, 294 questionnaires are valid and the effective returns-rate is 98%. Methods like reliability analysis, descriptive statistics analysis, T-test analysis, factor analysis, cluster analysis, Pearson χ2, one-way ANOVA are applied to analyze the data. Conclusions drawn from the survey are listed below.

    First of all, there is significant difference of different leadership style on department culture. Among them, ”coach”leadership style is at most, and “rational” department culture is at most in ”coach” leadership style.

    Secondly, there is significant difference of different department culture on department performance .Among them, ”rational” and ”open ”department culture show no significant difference in employees’ job satisfaction, goals achievement, and customers’ satisfaction. ”Autocracy” style is proven to be the least effective performance.

    Thirdly, there is significant difference of different leadership style on department performance. Among them, ”coach” and ”direction”leadership style show no significant difference in employees’ job satisfaction, goals achievement, and customers’ satisfaction, but both of them are more significant difference than “support” and ”authorized” style. ”Authorized” style is proven to be the least effective performance.
    Appears in Collections:[管理科學學系暨研究所] 學位論文

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