探討情緒勞動與團隊韌性對於軟體開發敏捷性的影響: 團隊領導者的情緒智商之調節作用;The Effects of Emotion Labor and Team Resilience of Software Project Teams on Software Development Agility: The Moderating Role of Team Leader’s Emotional Intelligence

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题名:	探討情緒勞動與團隊韌性對於軟體開發敏捷性的影響: 團隊領導者的情緒智商之調節作用;The Effects of Emotion Labor and Team Resilience of Software Project Teams on Software Development Agility: The Moderating Role of Team Leader’s Emotional Intelligence
作者:	彭冠慈;Peng, Kuan-Tzu
贡献者:	資訊管理學系
关键词:	軟體開發敏捷性;需求變更;情緒勞動;團隊韌性;團隊領導者情緒智商;Software Development Agility;Requirement Changes;Emotion Labor;Team Resilience;Team Leader’s Emotion Intelligence
日期:	2024-12-09
上传时间:	2025-04-09 17:39:32 (UTC+8)
出版者:	國立中央大學
摘要:	軟體開發敏捷性的概念已被提議作為提高軟體開發團隊接受和回應不斷變化需求能力的解決方法。在追求快速、高靈活性的軟體開發環境中，團隊常面臨需求變更的挑戰必須要快速回應市場變化。然而，在時間和預算壓力下，需求變更更加侵犯了工作者的情緒健康與團隊士氣，因此軟體開發者需要進行情緒勞動以應對這些挑戰。然而，目前的文獻對於情緒勞動中表層行為與深層行為如何影響團隊韌性、團隊韌性對軟體開發敏捷性之關係相對匱乏。因此，本研究基於情緒感染理論，探討情緒勞動對團隊韌性的影響。此外，團隊可以藉由領導者的情緒智商影響情緒和團隊韌性，透過情緒調節以多元且高效率來應對客戶需求的變化。綜合前述，基於情緒感染理論建構研究模型，本研究欲深入探討情緒勞動、團隊韌性對軟體開發敏捷性的影響，並透過領導者的情緒智商調節之間的關係。本研究採用問卷調查法收集樣本，共回收119份軟體開發團隊的有效配對問卷，以偏最小平方法對資料做分析同時檢視假說。根據研究結果顯示，情緒勞動中的深層行為與團隊韌性呈正向關係；團隊韌性與軟體開發敏捷性之回應廣泛性與回應效率呈正向關係；團隊領導者情緒智商正向調節深層行為與團隊韌性。此外，本研究亦針對不顯著的假說做進一步的解釋，也為情緒勞動理論與軟體開發敏捷性提出理論和實務意涵，並提出研究限制與未來研究方向。;The concept of software development agility has been proposed as a solution to enhance the ability of software development teams to accept and respond to constantly requirement changes. In a fast-paced and highly flexible software development environment, teams often encounter the challenge of having to rapidly respond to market changes. However, when time and budget constraints apply, changes in requirements can affect the emotional well-being and morale of team members, who must perform emotional labor to cope with this challenge. Few studies have explored how surface acting and deep acting in emotional labor affect team resilience and how team resilience relates to software development agility. Therefore, on the basis of emotional contagion theory, this study explores the effect of emotional labor on team resilience. Additionally, how the emotional intelligence of team leaders can influence emotions and team resilience is examined, with insights obtained into how teams can efficiently respond to changing and diverse customer needs through efficient emotional regulation. This study constructs a research model based on emotional contagion theory and extensively explores the effects of emotional labor and team resilience on software development agility, with the emotional intelligence of team leaders as a moderator. A questionnaire survey method is employed to collect samples, and 119 valid paired questionnaire responses are obtained from members of software development teams. The collected data are analyzed using the partial least squares method to test the proposed hypotheses. The results of the study show that deep acting in emotional labor is positively related to team resilience. The results reveal that deep acting in emotional labor is positively correlated with team resilience and that team resilience is positively correlated with the responsiveness and efficiency dimensions of software development agility. Additionally, the emotional intelligence of team leaders is revealed to positively moderate the relationship between deep acting and team resilience. The study also provides explanations for hypotheses that yielded nonsignificant results and presents theoretical and practical implications for emotional labor theory and the software development agility concept. The study’s limitations and directions for future research are also discussed.
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