近幾年台灣企業受到疫情的影響，紛紛開放員工採取遠距工作的模式，即使是進入到後疫情時代，民眾生活逐漸恢復正常，仍有很多企業保留遠距工作的選項，讓員工能夠有更彈性的上班模式同時也提高工作和生活平衡的機會。但因為在疫情前台灣較少公司實施過遠距工作，故長期下來這樣的工作模式或是實體遠距混合的上班模式將對於員工產生何種影響勢必成為企業需要關注的議題。 當員工時常在辦公室以外的地方工作時，除了過去傳統的領導管理方法會面臨到新的挑戰以外，因為面對面交流的頻率大幅降低、溝通成本增加等因素，導致員工之間的凝聚力也可能會受到影響，而遠距工作頻率的增加到底是否會對員工之間的凝聚力造成負面影響，以及在不同的主管領導風格下凝聚力是否會有不同程度的改變即是本研究想要探討的主題。 本研究透過發放網路問卷的方式，探究不同的遠距工作頻率對於任務凝聚力及社會凝聚力的影響，並進一步分析關懷式領導及倡導式領導在其中是否會產生不同的調節效果。研究結果顯示遠距工作頻率對兩種凝聚力皆呈現顯著的負向關係，而關懷式領導風格在遠距工作頻率及任務凝聚力之間會有負向調節效果。 ;In recent years, Taiwanese companies have been affected by the pandemic and have allowed their employees to work remotely. Even entering the post-pandemic era and as people′s lives gradually return to normal, many companies still retain the option of remote work to provide employees with a more flexible work schedule and improve their work-life balance. However, because Taiwan had fewer companies implementing remote work before the pandemic, the long-term effects of this work model or a hybrid model of remote and in-person work on employees must be a concern for companies. When employees frequently work outside the office, in addition to facing new challenges to traditional leadership and management methods, reduced face-to-face communication can increase communication costs and affect the cohesion between employees. Whether the increased frequency of remote work will have a negative impact on cohesion between employees and whether different leadership styles will have different effects on cohesion are the main topics of this study. This study uses an online questionnaire to discuss the impact of different frequencies of remote work on task cohesion and social cohesion, and also analyzes whether caring leadership and advocating leadership have different moderating effects. The results show that the frequency of remote work has a significant negative relationship with both types of cohesion, and that caring leadership has a negative moderating effect on the relationship between remote work frequency and task cohesion.
