連鎖業店長的領導風格與員工績效關係之研究-以工作投入為中介

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：25

、訪客IP：3.144.84.193

姓名

曾達鴻(Ta-Hung Tseng) 查詢紙本館藏

畢業系所

人力資源管理研究所在職專班

論文名稱

連鎖業店長的領導風格與員工績效關係之研究-以工作投入為中介
(The Study of the Relationship between Leadership Style of Chain Store Managers and Empolyee Performnace：Job Involvement as the Mediator)

相關論文

★ 企業內部人力資源入口網站使用者滿意度調查–以A公司為例	★ 員工內部行銷知覺、組織承諾與離職傾向之關係研究─以某科技公司為例
★ 研發人員創造力人格特質、工作價值觀對工作績效之影響-以某高科技研究機構為例	★ 組織生涯管理對組織承諾影響之探討-以A公司為例
★ 導入以職能為基礎之評鑑中心可行性研究－－以銀行業為例	★ 360 度管理職能評鑑與受評者自我覺察能力之探討－個案公司跨年度研究
★ 探討中階主管人格特質、領導風格與工作績效之關聯性--以Y公司為例	★ 因應公司經營策略變革之人力資源配置調整個案探討
★ 從組織變革觀點探討業務流程管理成效之個案研究	★ 主管領導風格與員工人格特質對工作績效之影響
★ 矩陣式組織之專案績效考核制度探討-以某公司為例	★ 企業因應員工分紅費用化之措施及其成效探討
★ 證券後勤基層主管職業生涯地圖之建立	★ 企業導入卓越經營績效評量之案例探討
★ 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	★ 人力資源管理措施對工作態度之影響探討-以台灣高鐵為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 (2025-6-30以後開放)

摘要(中)

在邁入全通路的新經濟的競爭下，藥局連鎖零售業除了要有對的經營策略與創新的技術外，還需人才投入與管理領導的變革，來帶動成員的工作投入，如此團隊與成員才會成長並能共享利益。本研究藉由問卷調查與分析結果，來探究連鎖業店長的領導風格、員工績效與工作投入之關聯性，再就以分析結果進行討論及管理意涵之說明。

　　本研究以台灣藥局連鎖業員工為對象，總計發出 535 份問卷後，回收 466 份，有效回收問卷 463 份，有效回收率為86.54%。本研究實證結果如下：

1.轉換型領導對於員工的個人績效表現具有顯著正向影響。
2.交易型領導對於員工的個人績效表現並無明顯的影響。
3.員工的工作投入對於其個人績效的表現具有顯著正向影響。
4.工作投入在轉換型領導與員工的個人績效間具有顯著中介效果，且為完全中介。
5.工作投入在交易型領導與員工的個人績效間不具任何中介效果。

　　最後，依據研究結果提出結論與建議，期望提供產業與其他相關研究之參考方向。

摘要(英)

Under the competition of a new economy that has entered the whole channel, in addition to the right business strategy and innovative technology, the pharmacy chain retail industry also needs talent input and management leadership changes to drive the members′ job involvement. Members will grow and share benefits. This research uses questionnaire surveys and analysis results to explore the relevance of the chain store′s leadership style, employee performance and job involvement, and then discusses and explains the meaning of management based on the analysis results.

　　In this study, Taiwan pharmacy chain employees were used as the target. After sending a total of 535 questionnaires, 466 questionnaires were recovered, and 463 questionnaires were effectively recovered, with an effective recovery rate of 86.54%. The empirical results of this study are as follows:

1.Transformational leadership has a significant positive impact on employees′ personal performance.
2.Transactional leadership has no significant impact on employees′ personal performance.
3.Employees′ job involvement has a significant positive impact on their personal performance.
4.Job involvement has a significant intermediary effect between transformational leadership and the personal performance of employees, and it is a complete intermediary.
5.The intermediary effect of job involvement between transactional leadership and employees′ personal performance does not exist.

　　Finally, based on the results of the research, conclusions and suggestions are expected, which are expected to provide a reference direction for enterprises and other related research.

關鍵字(中)

★ 領導風格
★ 轉換型領導
★ 交易型領導
★ 工作投入
★ 個人績效

關鍵字(英)

★ Leadership Style
★ Transformational Leadership
★ Transactional Leadership
★ Job Involvement
★ Personal Performance

論文目次

第一章緒論.............................................1
第一節研究背景與動機....................................1
第二節研究問題與目的....................................3
第三節研究範圍與流程....................................4
第四節研究限制.........................................5
第二章文獻探討.........................................6
第一節轉換型領導（Transformational leadership style）...6
第二節交易型領導（Transactional leadership style）.....11
第三節工作投入（Job involvement）......................15
第四節各構面互動關係之探討.............................19
第五節研究個案簡介.....................................22
第三章研究設計........................................23
第一節觀念性架構......................................23
第二節研究假設........................................24
第三節研究變項的定義..................................24
第四節衡量題項與設計..................................26
第五節抽樣原則........................................28
第六節分析方法........................................28
第四章研究結果與分析..................................30
第一節基本資料分析....................................30
第二節信度分析........................................32
第三節敘述性統計分析...................................32
第四節各構面差異性分析.................................34
第五節多元常態性假設檢定...............................36
第六節量表信效度分析...................................37
第七節各題項間之關係...................................38
第八節變項迴歸分析.....................................40
第九節工作投入的中介效果預測............................44
第十節研究假設驗證結果.................................48
第五章結論與建議.......................................49
第一節結果與討論.......................................49
第二節管理意涵.........................................51
參考文獻...............................................54
一、中文文獻...........................................54
二、英文文獻...........................................57
附錄　正式問卷.........................................64

參考文獻

一、中文文獻
(1)方慈霞（2011），領導風格、工作動機對工作投入之影響 -以組織公平為調節變項，碩士論文，國立中山大學人力資源管理研究所。
(2)王宗鴻（2006），人格特質、主管領導風格與人力資源管理措施對工作投入與工作績效之影響，碩士論文，國立中央大學人力資源管理研究所。
(3)王雪鳳（2015），轉換型領導、交易型領導與工作績效關係之研究－以自我效能為中介效果，博士論文，大葉大學管理學院。
(4)林合懋(1995)，學校主管與企業主管轉型領導之比較研究，碩士論文，國立政治大學教育研究所。
(5)吳明哲（2012），後社會主義國家員工組織信任之前因與結果變項之研究，碩士論文，國立中興大學企業管理學系。
(6)吳靜吉、林合懋（1998），轉型領導量表與交易型領導量表的建立。中國測驗學會測驗年刊，45（2），57-88。
(7)李偉、梅繼霞（2013），內在動機與員工績效：基於工作投入的仲介效應，組織行為與人力資源管理25（8）：160-167。
(8)李偉、梅繼霞（2012），內在動機、工作投入與員工績效:基於核心自我評價的調節效應，工商管理人力資源管理，34（09）：77-90。
(9)邱皓政（2006），量化研究與統計分析（三版），台北：五南文化。
(10)邱皓政（2004），結構方程模式：LISREL 的理論、技術與應用。台北：雙葉書廊。
(11)哈佛商業評論（2018, Mar. 30），發展新客戶的成本是挽留老客戶的5倍（外貿篇）。擷取自https://kknews.cc/zh-tw/news/28ea3zz.html.
(12)哈佛商業評論（2019, Jul. 19），誰是全球工作最投入的員工。擷取自https://www.hbrtaiwan.com/article_content_AR0009015.html.
(13)哈佛商業評論（2019, Jul. 16），員工投入程度，全球大不同。擷取自https://www.hbrtaiwan.com/article_content_AR0009012.html.
(14)施妤璇（2006），轉換型領導、交易型領導對工作績效與離職傾向之研究-以組織承諾為中介變項，碩士論文，國立中央大學人力資源管理研究所。
(15)洪春吉、趙皖屏（2009），轉換型領導、交易型領導與組織創新之關係─以半導體業、石化業、紡織業實證比較研究。台灣銀行季刊，60（4），274-296。
(16)唐永泰（2008），轉換型領導、交易型領導與員工創新行為之關係。創新與管理，5（1），53-81。
(17)商業服務業年鑑（2018），經濟部商業司。
(18)張嘉達（2009），轉換型領導、組織認同與工作投入關係之研究－以外籍勞工為例，碩士論文，大葉大學國際企業管理學系。
(19)許炳富（2015），情緒勞務對工作投入之影響：世代差異下知覺「個人─環境」適配之調節效果，博士論文，國立雲林科技大學企業管理學系。
(20)陳以亨、楊乃嵩、林瑩滋（2001），指導教授領導行為與研究生學業成就動機之關係，人力資源管理學報，113-132。
(21)陳寬裕、王正華(2019)，論文統計分析實務：SPSS與AMOS的運用。台北：五南文化。
(22)陳寬裕、王正華(2016)，結構方程模型分析實務：AMOS的運用。台北：五南文化。
(23)陸象君（2013），直銷商組織認同、知識分享、工作投入與工作績效關係之研究─以美商賀寶芙台灣直銷商為例，博士論文，國立高雄師範大學成人教育研究所。
(24)黃素貞（2002），員工組織政治知覺與工作投入及工作績效關係之研究，碩士論文，國立中山大學人力資源管理研究所。
(25)黃芳銘（2006），結構方程模式：理論與應用。台北：五南文化。
(26)葉靜輝（2015），主動性人格、轉換型領導、服務氣候、服務績效與顧客滿意度--多層次之研究，博士論文，國立中央大學人力資源管理研究所。
(27)鄒芳肇（2006），創業導向、工作投入與經營績效關係之研究－以網路拍賣賣家為例，碩士論文，國立彰化師範大學工業教育與技術學系。
(28)廖裕月（1998），國小校長轉化領導型式與領導效能之研究－以台北四縣市為例，碩士論文，國立台北師範學院國民教育研究所。
(29)廖良文、林文政（2011），高績效工作系統於轉換型領導與員工工作績效間之角色－跨層級調節效果之觀點。東吳經濟商學學報，73，29-66。
(30)劉平青、王雪、劉冉、魏霞（2013），領導風格對工作滿意度的影響機理研究—以員工關系為中介變量。中國管理科學學術年會論文集（上）。
(31)戴坤輝（2001），轉換型領導、交易型領導、信任、工作滿足及組織承諾之關聯性研究－組織自尊的干擾效果，碩士論文，國防管理學院源管理研究所。
(32)戴千惠（2015），以領導風格為干擾變項，探討組織承諾與工作投入的關係，碩士論文，國立中央大學人力資源管理研究所。

二、英文文獻
(1)Bryman, A. (1992). Charisma and leadership in organizations. Newbury Park, CA: Sage.
(2)Bennis, W. & Nanus, B. (1985). Leaders: The Strategies for Taking Charge. New York: Harper & Row.
(3)Bass & B. M. (1985).Leadership and Performance beyond Expectations, New York: Free Press.
(4)Bass, B.M., ＆ Avolio, B.J.(1990). Manual for the multifactor leadership questionnaire. Palo Alto, CA: Consulting Psychologists Press.
(5)Bass, B. M., Avolio, B. J., Jung, D.& Berson Y.(2003). Predicting Unit Performance by Assessing Transformational and Transactional leadership, Journal of Applied Psychology, 88(2), 207-218.
(6)Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K. and Espevik, R. (2014).Daily transactional and transformational leadership and daily employee engagement.Journal of Occupational and Organizational Psychology, 87 (1): 138–157.
(7)Brown, S. P., & Leight, T. W. (1996). A new look at psychology climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81(4), 358-368.
(8)Burns, J. M.(1978).Leadership. New York: Harper & Row.
(9)Bernard MB.(1999). Work and organizational psychology［J］. Psychology,1999,8(1),9-32.
(10)Bentler, P. M., & Chou, C. P. (1987). Practical issues in structural modeling. Sociological Methods & Research, 16(1), 78-117.
(11)Bollen, K. A. (1989). Structural equations with latent variables. New York: Wiley.
(12)Bagozzi, R. P., & Yi, Y., & Lynn (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16(1), 74-94.
(13)Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research：Conceptual, strategic, and statistical considerations.
(14)Bass, B. M., & Avolio, B. J. (1994). Transformational leadership and organizational culture. The International Journal of Public Administration, 17(3-4), 541-554.
(15)Bass, B. M., & Avolio, B. J. (1989). Potential biases in leadership measures: How prototypes, leniency, and general satisfaction relate to ratings and rankings of transformational and transactional leadership constructs. Educational and psychological measurement, 49(3), 509-527.
(16)Bass, B. M., & Avolio, B. J. (1990). Developing transformational leadership: 1992 and beyond. Journal of European industrial training.
(17)BBC(2019, Nov. 26).UK banknote printer De La Rue fears for its future.from https://www.bbc.com/news/business-50557097.
(18)Campbell, J. P., & Pritchard, R. D. (1976). Motivation theory in industrial and organizational psychology. Handbook of industrial and organizational psychology, 63, 130.
(19)Carmeli, A. & Freund, A. (2004).Work commitment, job satisfaction, and job performance:An empirical investigation. International Journal of Organization Theory and Behavior, 7 (3), 289-390.
(20)Chughtai, A. A. (2008). Impact of job involvement on in-role job performance and organizational citizenship behaviour. Journal of Behavioral and Applied Management, 9(2), 169-183.
(21)Cronbach, L. J. (1990), Essentials of psychological testing (5th ed.), New York: Happer Collins.
(22)Clarke, D., & Kinghorn, R. (2018). Experience is everything: Here′s how to get it right. Viitattu, 15, 2018.
(23)Downton, J. V.(1973). Rebel Leadership. New York: Free Press
(24)Daft, R. L.(2001). Leadership: Theory and Practice. Fort Worth: Harcourt Brace & Company.
(25)Dubinsky, A. J., Yammarino, F. J., Jolson, M. A., & Spangler, W. D. (1995). Transformational Leadership :An Initial Investigation in Sales,The Journal of Personal Selling & Sales Management,15(2),11-32.
(26)Dubin, R. (1955). Industrial Workers Worlds：A Study of the Central Life Interests of Industrial Workers, Social Problems ,N. J. Prentice.
(27)Deci, E. L. (1971). Effects of externally mediated rewards on intrinsic motivation. Journal of Personality and Social Psychology, 18(1), 105–115.
(28)Deluga, R.J. ＆ Souza, J.(1991),The Effects of Transformational and Transaction Leadership Style on the Influencing Behavior or Subordinate Police Officers. Journal of Occupational Psychology. Vol.64, P.49-55.
(29)Dubinsky, A. J., Yammarino, F. J., Jolson, M. A., & Spangler, W. D. (1995). Transformational leadership: An initial investigation in sales management. Journal of Personal Selling & Sales Management, 15(2), 17-31.
(30)Fulk, j. & Wendler, E.R. (1982).Dimensionality of Leader-Subordinate Interactions : A Path-Goal Investigation, Organizational Behavior and Human Performance, 30,241-264.
(31)Farris G.F. (1971) .A Predictive Study of Turnover. Personnel Psychology 24, 311-328
(32)Fornell, C. & Larcker, D. F., (1981), Evaluating structural equation models with unobservable variables and measurement error, Journal of Marketing Research, Vol.18, 39-50.
(33)Frederick F. Reichheld & W. Earl Sasser, Jr.(1990, Oct.).Zero Defections: Quality Comes to Services. from https://hbr.org/1990/09/zero-defections-quality-comes-to-services.
(34)Graen, G. B., & Uhl-Bien, M.(1995). Development of leader-member exchange ( LMX ) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6 , 219-247.
(35)GALLUP.(2014, Sep. 22).State of the Global Workplace Report 2013:Employee Engagement Insights for Business Leaders Worldwide. From https://www.gallup.com/services/176735/state-global-workplace.aspx
(36)Grant, A. M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of applied psychology, 93(1), 108.
(37)Hamel, G., & Skarzynski, P. (2001). Innovation: The new route to wealth. Journal of Accountancy, 192(5), 65-68
(38)Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78(6), 891–902.
(39)Hollander, E. P. (l978). Leadership Dynamics: A Practical Guide to Effective Relationships, New York: Free Press/Macmillan.
(40)House, R. J. (1971). A path goal theory of leader effectiveness. Administrative science quarterly, 321-339.
(41)Hater, J. J. & Bass, B. M. (1988). Supervisors evaluations. and subordinates perceptions. of transformational and transaction leadership. Journal of Applied Psychology, 73, 695-702.
(42)Howell, J. M. & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84, 680-694.
(43)Harter J. K., Schmidt F. L., Hayes T. L. (2002) Business-unit-level Relationships between Employee Satisfaction, Employee Engagement,and Business Outcomes: A Meta-analysis[J]. Journal of Applied Psychology, 2002,87(3):268-279
(44)Jones, A. P., James, L. R., & Bruni, J. R. (1975). Perceived leadership behavior and employee confidence in the leader as moderated by job involvement. Journal of Applied Psychology, 60(1), 146.
(45)Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), 692-724.
(46)Kouzes, J.M., & Posner, B.Z.(1988). The leadership challenge. San Francisco: Jossey-Bass.
(47)Kanungo, R. N. (1979). The concepts of alienation and involvement revisited. Psychological bulletin, 86(1), 119-138.
(48)Kanungo, R. N. (1982). Measurement of job and work involvement. Journal of applied psychology,67(3), 341.
(49)Kerlinger, F. N., & Lee, H. B. (2000). Foundations of behavioral research (4th ed.). Fort Worth: Harcourt College Publishers.
(50)Luthans, F., & Kreitner, R. 1985. Organizational behavior modification and beyond. Glenview, IL: Scott-Foresman.
(51)Lodahl, T. M., & Kejner, M. (1965). The definition and measurement of job involvement. Journal of APPlied Psychology, 49(1), 24-33.
(52)Lawler, E. E., & Hall, D. T. (1970). Relationship of job characteristics to job involvement, satisfaction and intrinsic motivation. Jour-nal of applied psychology, 54(4), 305-312.
(53)Lewin K. Dembo T, Festinger L.(1944). Level of Aspiration, in J.M.Hunt Ed., Personality and the Behavior Disorders, N.Y.：Ronald Press.
(54)Maslow, A. H. (1954). Motivation and Personality. New York: Harper & Row Inc.
(55)Morrow,P.C.(1983).Concept Redundancy in Organizational Research:The Case of Work Commitment.The Academy of Management Review,8(3),486-500.
(56)Moch, M. K. (1980). Job involvement, internal motivation, and employees′ integration into networks of work relationships. Organizational Behavior and Human Performance, 25(1), 15-31.
(57)Mardia, K. V. (1985). Mardia′s test of multinormality. In Kotz, S., & Johnson, N. L. (Eds). Encyclopedia of statistical sciences, 5, 217-221.
(58)Nunnally, J. C., & Berstein, I. H. (1994). Psychometric theory (3rd ed.). New York: McGraw-Hill Publishing Company.
(59)Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers′ trust in leader, satisfaction, and organizational citizenship behaviors. The leadership quarterly, 1(2), 107-142.
(60)Parker, S. K. (2010). Bindl U.K. Strauss K. Making Things Happen：A Model of Proactive Motivation［J］.
(61)PwC.(2018).Experience is everything: Here′s how to get it right. from http://pwc.com/future-of-cx.
(62)Paullay, I. M. (1992). Clarification of the Job Involvement and Work Centrality Constucts and Their Relationship to Job Burnout. (Doctoral dissertation, State University of New York at Albany.1991)Dissertation Abstracts International 52(10),5565B.
(63)Robinowitz, S., & Hall, D. T. (1977). Organizational research on job involvement. Psychological Bulletin, 84(2), 265–288.
(64)Robbins, S. P. (1991). Organizational behavior. Concepts, controversies, and applications. New Jersey: Prentice- Hall.
(65)Robbins, S. P. (1998). Organizational behavior (8th ed.). New Jersey: Prentice Hall, Inc.
(66)Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization science, 4(4), 577-594.
(67)Sergiovanni,T.J(1990). Adding value to leadership gets extra ordinary results. Educational Leadership. 47(8),23-27.
(68)Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization science, 4(4), 577-594.
(69)Sosik J J, Avolio B J, Kahai S S. Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment. Journal of Applied Psychology, 1997, 82(1): 89~103；
(70)Steve Crabtree (2013, Oct. 8). Worldwide, 13% of Employees Are Engaged at Work. from https://news.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx.
(71)Thite, M. (2000). Leadership styles in information technology projects. International Journal of Project Management, 18(4), 235-241.
(72)Vroom, V. H. (1964). Work and Motivation. New York: Wiley.
(73)Vroom, V. H. (1962). Egoinvolvement, job satisfaction, and job performance. Personnel psychology, 15(2), 159-177.
(74)Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transform- ational leadership and performance across criteria and levels: A meta-analytic Review of 25 Years of Research. Group & Organization Management, 36(2), 223-270.
(75)Yammarino, F. J., & Bass, B. M. (1990). Transformational leadership and multiple levels of analysis. Human relations, 43(10), 975-995.
(76)Yammarino, F. J., & Dubinsky, A. J. (1994). Transformational leadership theory: Using levels of analysis to determine boundary conditions. Personnel psychology, 47(4), 787-811.
(77)Zhu, W., Chew, I. K. H., & Spangler, W. D. (2005). CEO transformational leadership and organizational outcomes: The mediating role of human-capital-enhancing human resource management. The Leadership Quarterly, 16(1), 39–52.

指導教授

鄭晉昌(Jihn-Chang Jehng)

審核日期

2020-6-30

推文