經理人對中國歷史人物之認同分析，與領導特質的關聯性探討

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题名:	經理人對中國歷史人物之認同分析，與領導特質的關聯性探討
作者:	李金全;Lee,Chin-Chuan
贡献者:	管理學院高階主管企管碩士班
关键词:	人格特質;歷史人物認同類型;經理人;領導特質;Historical character identification;Leadership traits;Manager
日期:	2007-06-28
上传时间:	2014-05-08 15:29:50 (UTC+8)
出版者:	國立中央大學
摘要:	本研究認為當企業經理人比較接近某種歷史人物認同類型時，其實也反映其自身的價值觀，這些人物認同類型在領導特質、人格特質以及中國領導理論的認同上應該也會有所差異。本研究以國內上市櫃公司及中央EMBA學員等企業經理人為分析對象。藉由各企業經理人為樣本，來進行調查，以瞭解企業經理人對中國歷史人物之認同差異，並以各人物的認同度作為後續群集分析的分群變數，歸納出比較相關的類型，並命名為「多元價值型」、「理想主義型」、「功利主義型」等三種不同歷史人物認同類型。在學說思想部分，運用因素分析法，進而歸納出「攻心」、「仁德」、「重刑」、「無為」以及「利先」等五種中式領導觀點。研究分析結果顯示：一、不同歷史人物認同類型的經理人在中式領導理論的認同上有顯著差異。二、不同歷史人物認同類型的經理人在轉換型領導及交易型領導特質上有顯著差異。三、不同歷史人物認同類型的經理人在親和性之人格特質上有顯著差異。四、不同的歷史人物認同類型且具有不同內外控程度的經理人在「重刑」的領導理論認同上有顯著的交互作用。五、不同歷史人物認同類型且具有不同內外控程度的經理人在外向性上之人格特質有顯著的交互作用。六、不同歷史人物認同類型且具有不同內外控程度的經理人在權變式報償之領導特質有顯著的交互作用。 ;The study shows that when a manager’s characteristics identify with those of a certain historical character, it actually reflects the manager’s own values. Hence, their leadership traits, personality traits, and Chinese leadership theories should differ as well. The study uses Managers of Domestic Listed Companies and students of the NCU EMBA course as analytical targets. By studying the managers of different companies and industries, the study discovers differences between their identifications to Chinese historical characters. Using the degree of identification to each Chinese historical character as the group dividing variable for the following Cluster analysis, the study sums up three most relevant historical identifications as follow: (1) The Multi-valued Type (2) The Idealism Type (3) The Utilitarianism Type. In terms of management theories, the study sums up the following five Chinese Leader Viewpoints using factor analysis: (1) “Gong Xin”: Gaining Heart (2) “Ren De”: Benevolence and Virtue (3) “Zhong Xing”: Strict Laws, (4) “Wu Wei”: Without Action (5) “Li Xian”: Benefit First. The study shows results as below: 1.Managers who identify with different historical characters show apparent differences in Chinese Leadership Theory identifications. 2.Managers who identify with different historical characters show apparent differences in Transformational leadership and Transactional leadership characteristics. 3.Managers who identify with different historical characters show apparent differences in the amiableness of personality traits. 4.Managers who identify with different historical characters and have different locus degrees of control show apparent reciprocal effects in the “Zong Xing (Strict Laws)” leadership traits. 5.Managers who identify with different historical characters and have different locus degrees of control show apparent reciprocal effects in Extraversion. 6.Managers who identify with different historical characters and have different locus degrees of control show apparent reciprocal effects in the Contingent Reward.
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