主管領導風格對組織氣候與績效之影響探討-以T公司為例; The Impact of Leadership Style and Organizational Climate on Employee Performance in the T Company

NCUIR > School of Management at National Central University > Executive Master of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/48686

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Title:	主管領導風格對組織氣候與績效之影響探討-以T公司為例;The Impact of Leadership Style and Organizational Climate on Employee Performance in the T Company
Authors:	錢美岑;Mei-Tsen Chien
Contributors:	人力資源管理研究所碩士在職專班
Keywords:	工作績效;組織氣候;領導行為;領導風格;Leadership Style;Leadership Behavior;Organizational Climates;Performance
Date:	2011-07-21
Issue Date:	2012-01-05 15:03:50 (UTC+8)
Abstract:	本研究係以某零售業分店店長為對象，研究其領導風格及組織氣候對員工工作績效的影響，藉以找出最佳領導風格模式，作為未來店長人才培育發展與養成。問卷以T公司23家分店人員為抽樣對象，主要發放對象為分店副店長、課長、分店人事、資深同仁，共計回收問卷226份，有效問卷回收率81.8%。根據俄亥俄州大學的研究，依據不同高低程度的體恤與結構兩因素將領導行為共分為四種型態。教練型-高體恤高結構；支持型-高體恤低結構領導；指導型-低體恤高結構；授權型-低體恤低結構。從研究結果發現主管領導風格中的體恤領導與結構領導行為（教練型）愈高，其組織氣候也愈高。教練型領導風格對組織氣候中的「標準與認同」、「風險傾向」有顯著之正向影響。教練型、支持型對「人情與支持」均有顯著之正向影響。也就是說店長鼓勵員工提出自己對工作的看法，員工在工作上清楚工作目標，主管經常鼓勵提出創新與改善的意見，同事間更能融洽地共同完成工作。組織氣候中的「責任與獎酬」、「風險傾向」對工作績效有顯著之正向影響。也就是說員工感到在工作上或公司在各方面不斷地追求創新其員工工作績效會愈好；但是研究中發現店長領導風格型態對工作績效不具有顯著之正向影響。組織氣候在店長領導風格與工作績效間也不具有中介效果。對於未來人才培育時，需強化店長為教練型之領導者，高體恤與高結構領導能力之人才，對公司組織氣候才會有最強之影響力，讓員工可以更主動的協助他人，提昇工作績效，強化公司整體競爭力。另外營造良好之組織氣候讓員工工作內容上賦予更多自主性，主管本身除要具備該有的專業知識外，也要能協助員工決工作上的問題，進而提升員工的對組織的支持與感受。 This study examines the effects of leadership style and organizational climate on employee performance in a mass retailer company. It hopes to contribute on training and developing future store managers by quarrying the best leadership style. The data in this study were collected from questionnaires, sampling from 23 stores of the mass retailer. The sampling target includes each store’s vice managers, section chiefs, personnel staffs and senior staffs. Totally 226 employees returned their questionnaires and 81.8% of the returned questionnaires were verified effective. This research is based on one study of Ohio University(1973), separates leadership behavior into four different types, including coaching, supporting, guiding, and authorizing by compassionate factor and structure factor. And the statistic analysis uses SPSS for Windows software to conduct analysis process. The research found that high compassionate leadership and initiating of structure leadership behaviors will accompany with high organizational climates. Coaching leadership style has positively significant effect on two organizational climates, “standard and identification“ and “risk orientation“. Both coaching and supporting leadership styles have positively significant effects on the warmth and support construct. The results show that employee cooperation may increases when store managers encourage employees to raise their options among the job, employees have clearly task goals, and store managers encourage employees’ innovation and improving suggestions. The two constructs of organizational climates, “responsibility and reward” and “risk orientation”, have positively significant effects on work performance. This implies that employee’s performance would be improved when the employee perceived that the organization is continuously pursuing its innovation. However, the research found that the store manager’s leadership style has no significant effects on employee performance, nor does organizational climate have mediation effects on store manager’s leadership style and employee performance. Standing on the results, the study provides some suggestions about talent development in the future. The research suggests developing store managers into coaching style leaders, with high compassionate and highly structure leadership ability, in order to have most powerful influence on organizational climate. The coaching style leaders can indirectly drive employees to serve customers initiatively, thus can improve employees’ performance and finally strengthen the overall competitiveness of the organization. Besides, fine organizational climate may give more autonomy to employees on job content. Aside from professional knowledge, managers should also try to help employees solving their difficulties on their jobs if possible, thus to increase employees’ perception of organizational support and make employees stay with good impression to the organization.
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