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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/71083


    Title: 主管領導風格對員工工作績效之影響─以工作投入為中介變項;The Impact of Supervisor’s Leadership Styles on Employee’s Job Performance─The Mediating effects of Job Involvement
    Authors: 潘蓮如;Pan,Lien-Ju
    Contributors: 人力資源管理研究所在職專班
    Keywords: 體恤型領導;結構型領導;工作投入;任務績效;情境績效;consideration leadership;initiating leadership;job involvement;task performance;contextual performance
    Date: 2016-07-12
    Issue Date: 2016-10-13 11:24:11 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 許多研究顯示領導風格與績效有密切的關係,領導者要如何引導部屬,凝聚團隊精神,使部屬投入工作達成組織目標是所有企業所關心的議題。本研究以工作績效為指標,主要在探討不同的領導風格會如何影響員工的工作績效?工作投入是否會有中介效果。本研究的目的有:一、探討主管的領導風格對員工工作績效的影響。二、探討主管的領導風格對員工工作投入的影響。三、探討員工工作投入對工作績效的中介效果。
      本研究採便利抽樣之方式,發放76份網路問卷及170份紙本問卷,有效問卷217份,網路及紙本問卷回收率合計88.21%。經過相關分析、迴歸分析後,研究發現如下:
    一、主管領導風格對員工工作績效有顯著正向影響。體恤型領導對情境績效的影響(β=0.414,p<0.001)強於結構型領導對情境績效之影響 (β=0.126,p<0.05);結構型領導對任務績效的影響(β=0.278,p<0.001)強於體恤型領導對任務績效的影響(β=0.163,p<0.05)。
    二、體恤型領導(β=0.266,p<0.001)與結構型領導(β=0.267,p<0.001)均有顯著的正向影響,二種領導風格對工作投入的影響相差甚微 。
    三、工作投入對工作績效有正向顯著影響。工作投入對情境績效的影響(β=0.606,p<0.001)強於對任務績效的影響(β=0.397,p<0.001)
    四、工作投入具中介效果。在體恤型領導及任務績效間,工作投入具完全中介效果;結構型領導與任務績效間,工作投入具部分中介效果;體恤型領導與情境績效間,工作投入具部分中介效果;結構型領導與情境績效之間,工作投入具完全中介效果。
    ;Many studies show that supervisor’s leadership styles have strong relationship with employee’s Job Performance. This study is aimed to investigate how leadership styles have effect on employee’s job performance, and examined the mediated effect of job involvement on the relationship of leadership style and job performance. The primary objectives of the study are: 1.to explore the impact of leadership styles on job performance; 2.to study the influence of leadership styles on job involvement; 3.to discuss the mediating effects of job involvement.
    The study took convenient sampling of non-probability to conduct the research. There were 246 questionnaires sent and 217 valid samples were returned. The findings of this study are as follows:
    1. Supervisor’s leadership styles have significantly positive effect on employee’s job performance. The effect of consideration leadership style on contextual performance (β=0.414,p<0.001) is stronger than initiating structure leadership style (β=0.163,p<0.05).
    2. Both consideration and initiating structure leadership styles have significantly positive effect on job involvement.
    3. Job involvement has significantly positive effect on job performance. The effect of job involvement on contextual performance (β=0.606,p<0.001)is stronger than on task performance (β=0.397,p<0.001).
    4. Job involvement has mediating effect. Job involvement fully mediates the relationship between consideration leadership style and task performance, partially mediates the relationship between initiating structure leadership style and task performance, partially mediates the relationship between consideration leadership style and contextual performance, and fully mediates the relationship between initiating structure leadership style and contextual performance.
    Appears in Collections:[人力資源管理研究所碩士在職專班 ] 博碩士論文

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