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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/67934

    Title: 主管不同領導風格對團隊效能影響之研究:以員工人格特質為干擾變項;The impact of the study on the effectiveness of the team in charge of different leadership styles: The Moderating Roles of Employees Personality traits.
    Authors: 謝紹彥;Hsieh,Shao-Yen
    Contributors: 人力資源管理研究所
    Keywords: 領導風格;轉換型領導;交易型領導;教練型領導;團隊效能;人格特質;leadership;transformational leadership;transactional leadership;coaching leadership;team effectiveness;personality traits
    Date: 2015-07-14
    Issue Date: 2015-09-23 10:04:48 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 本研究目的是為了瞭解不同領導風格對於團隊效能的影響。此外再去探討員工人格特質和領導風格的交互作用下,對團隊效能的干擾效果。藉由了解主管的三種領導風格:轉換型領導、交易型領導、教練型領導,分別來看對團隊效能的影響;並以五大人格特質:外向性、親和性、情緒穩定性、自律性、經驗開放性來作為衡量的人格特質構面,去分析對團隊效能的干擾效果。
    ;The research purpose is to understand the effects of different leadership style to team effectiveness. Besides, employees under personality traits and leadership styles of interaction to team effectiveness have the interference effect. By understanding the leader′s three leadership styles: transformational leadership, transactional leadership, coaching leadership, impact on team effectiveness; and Big Five personality traits: extraversion, Agreeableness, Neuroticism, Conscientiousness, Openness to experience, to analyze the interference effect on team effectiveness.
    On date come from the questionnaires. Through convenience sampling, I find people who I know to fill the questionnaire. The study of sample target must have two conditions. First, the sample target must have a specific job; Second, the sample target must have a specific supervisor. Final I issue total of 250 data, recover 213 data, 205 copies of valid data. Then this data will be classified personnel information and statistical analysis .to verify the hypothesis.
    The results of this study show a different style of leadership in charge of the team effectiveness has a significant impact. In addition, employees personality traits and leadership style interactivity for team effectiveness have some interference effect. Conscientiousness on transformational leadership and coaching leadership has negative interference effect; Agreeableness on transactional leadership have a positive interference effect.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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