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    Please use this identifier to cite or link to this item: https://tkuir.lib.tku.edu.tw/dspace/handle/987654321/74276

    Title: 直屬主管領導能力對研究專案績效之影響 : 領導成員交換關係與社會資本的中介效果
    Other Titles: Impact of leadership competency on research project performance : mediating effect of leader-member exchange and social capital
    Authors: 傅心怡;Fu, Hsin-Yi
    Contributors: 淡江大學企業管理學系碩士在職專班
    楊立人;Li-Ren Yang
    Keywords: 領導能力;LMX關係品質;社會資本;專案績效;研究專案;Leadership Competency;Leader-Member Exchange;Social Capital;project performance;Research Project
    Date: 2011
    Issue Date: 2011-12-28 18:20:28 (UTC+8)
    Abstract: 在競爭激烈的環境下,許多研究組織不斷尋找可行的做法,以提供更有競爭性的優勢。Green (2005)指出一個優秀的專案領導者擅長於管理超越組織的功能,是為了要打破組織的惰性與官僚。Sauer (1993)也建議非技術性的要素,如管理、組織、文化,也是會影響專案成功的因素。另外,Lewis (1993)主張人也是專案成功於否的因素。然而,絕大部分關於專案成功的文獻忽略了專案領導者的領導能力。



    In the highly competitive environment, many research organizations are constantly searching for proven practices that offer a competitive advantage. Green (2005) pointed out that a star project leader is good at managing relationships across organizational functions and boundaries to break through organization inertia and bureaucracy. Sauer (1993) also suggested that non-technical factors such as management, organization, and culture are associated with project success. Additionally, Lewis (1993) contended that people issues are absolutely critical to project success. However, the literature on project success factors has largely ignored the impact of a project manager and his or her leadership on project success (Turner and Müller, 2005).

    No empirical study has been done on the associations between leadership competency and research project performance. In addition, there has been no comprehensive study on the impacts of leader-member exchange (LMX) quality and social capital on research project outcomes. This lack of information regarding leadership benefits along with uncertain competitive advantage from leader-member exchange and social capital has resulted in a leader’s reluctance to develop different abilities. In order to understand the benefits, there is a need for quantification of the benefits derived from leadership competency. Research on leadership competency and its associations with research project performance should offer tangible evidence of advantages from developing certain leadership competencies.

    The primary purpose of this study was to investigate the relationships among the project leader’s competency, LMX quality, social capital, and project performance. The second objective was to determine whether LMX quality and social capital play a mediating role in the relationship between leadership competency and project performance. The analyses of the project leader’s abilities and project performance are based on a comprehensive investigation of 127 projects in the Taiwanese research organizations.

    Using data from more than 100 research projects, the analyses suggest that leadership competency is positively associated with LMX quality and social capital of project teams. Additionally, project performance can be achieved with higher levels of LMX quality and social capital. The results also show that LMX quality and social capital may mediate the effects of leadership competency on project performance.
    Appears in Collections:[Graduate Institute & Department of Business Administration] Thesis

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