| 摘要: | 僕人式領導於近年領導管理學術領域已有眾多實證研究，對於組織績效提升、保持創新、適應高度不確定性新常態競爭環境，皆能帶來效用。僕人式領導透過滿足基本需求和建立組織認同，是否可以影響部屬的建言行為?當領導者關注並滿足部屬的基本需求時，部屬會感到快樂和滿足，進而表現出更積極的建言行為。如何創造一個開放的環境，鼓勵部屬自由表達想法和建議，讓部屬感到被重視和尊重，是本研究探討的核心。此外，領導者關注部屬的個人發展和成長，並提供支持和資源，這表達了對部屬的重視和關心，激勵部屬積極參與並提供建言。領導者賦予部屬自主權，讓他們參與決策和解決問題，激發參與感和責任感，進而促使部屬提供建言。最後，建立組織認同感使部屬認同組織的價值觀和目標，感到自己是組織的一部分，並相信自己的努力對組織的成功至關重要，進而激勵部屬提供建言。本研究在了解僕人式領導如何透過基本需求滿足及組織認同來影響部屬建言行為，僕人式領導是否影響部屬在基本需求滿足及組織認同的建言行為表現，以及高低顯著的關聯性。
本研究以主管及部屬的配對進行兩階段的問卷調查，對台灣企業發放紙本或電子線上問卷，共回收了243份有效配對問卷，根據相關分析及迴歸分析的結果發現：研究結果發現：
一：僕人式領導與建言行為有正向的關聯性。
二：員工基本需求滿足在僕人式領導與建言行為間具有中介效果。
三：組織認同在僕人式領導與建言行為間具有中介效果。;In recent years, there have been many empirical studies on servant leadership in the academic field of leadership management, and they can all be effective in improving organizational performance, maintaining innovation, and adapting to the highly uncertain new normal competitive environment. Can servant leadership affect subordinates′ voice behavior by meeting basic needs and establishing organizational identity? When leaders pay attention to and meet the basic needs of subordinates, subordinates will feel happy and satisfied, and then show more positive voice behaviors. How to create an open environment, encourage subordinates to freely express ideas and suggestions, and make subordinates feel valued and respected is the core of this study. In addition, the leader pays attention to the personal development and growth of subordinates, and provides support and resources, which expresses the importance and concern for subordinates, motivates subordinates to actively participate and provide advice. Leaders give subordinates autonomy, let them participate in decision-making and problem-solving, stimulate a sense of participation and responsibility, and then prompt subordinates to provide advice. Finally, establishing a sense of organizational identity enables subordinates to identify with the values and goals of the organization, feel that they are part of the organization, and believe that their efforts are crucial to the success of the organization, thereby motivating subordinates to provide advice. This research is to understand how servant leadership affects subordinates′ voice behavior through basic needs satisfaction and organizational identification, whether servant leadership affects subordinates′ voice behavior performance in basic needs satisfaction and organizational identification, and whether there is a significant correlation between them.
In this study, a two-stage questionnaire survey was carried out by pairing supervisors and subordinates. Paper or electronic online questionnaires were distributed to Taiwanese companies. A total of 243 valid paired questionnaires were recovered. According to the results of correlation analysis and regression analysis: the research results found that:
One: Servant leadership is positively correlated with voice behavior.
Two: The satisfaction of basic needs of employees has a mediating effect between servant leadership and voice behavior.
Three: Organizational identification has a mediating effect between servant leadership and voice behavior. |
