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題名 轉換型領導理論及其應用之研究
The Research of Transformational Leadership Theory and It`s Application
作者 彭昌盛
Peng, Chang Sheng
貢獻者 孫本初
Sun,Ben Chu
彭昌盛
Peng,Chang Sheng
關鍵詞 交易型領導
轉換型領導
transformational leadership
日期 1993
上傳時間 29-四月-2016 16:35:13 (UTC+8)
摘要 良好的管理掌控複雜性，而有效的領導則帶動實用的革新。交易型領導的
     主要精神在於領導者與部屬皆擁有足以滿足對方需求的資源，而藉由彼此
     間資資源的交換過程達到相互滿足彼此需求的目的。即領導者提供報償以
     促使部屬奉獻心力，滿足領導者達到組織目的；而部屬貢獻其技術、能力
     ，完成約定的必要努力，以獲取應得的報償，滿足個人需求。實際上，交
     易型領導與轉換型領導二者並非互斥的，轉換型領導者也須運用其獎償與
     懲罰的權力以導正部屬之偏差行為。因此可謂交易型領導為轉換型領導之
     基礎。然而轉換型領導與交易型最大的差別在於交易型領導係在既定的組
     織文化下運作，而轉換型領導乃以改變既存的組織文化為途徑，針對外在
     環境之變化，透過落實轉換型領導的內涵，以創設足以達成個人發展與組
     織發展之組織文化。每個組織皆有其各自的文化以規範成員的行動，並進
     而影響組織的工作績效，其內涵包括了人工器物層次、價值觀層次及基本
     假設層次，其中基本假設可謂組織文化的精粹。若從工具價值的觀點來探
     討組織文化，則組織文化不但可以管理，且應加以管理。而在組織文化的
     形成、傳遞、管理及變遷過程中，組織領導者扮演著舉足輕重的角色。透
     過轉換型領導，可改變組織人員的行為，提昇人員的道德水準，亦即可以
     將轉換型領導作為改變組織文化之途逕。更進一步說，在面臨動盪不安的
     外在環境下，轉換型領導者必須具備塑造新的組織文化的能力，方足帶動
     組織從人工器物，到基本假設作某一方向的變遷與努力。筆者在本文中針
     對轉換型領導的內涵分別提出不同之策略，而各不同之策略對組織文化產
     生不同之影響。首先透過聖雄型領導可建立部屬對領導者信任、對組織目
     標承諾及對組織忠誠之組織文化。透過個別化關懷，可建立尊重個人、結
     合個人目標與組織目標、並求得個人發展與組織發展之組織文化。透過才
     智激發，可建立激發部屬潛能並以新方法解決問題，鼓勵兼容並蓄思考、
     且銳意革新之組織文化。
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描述 碩士
國立政治大學
公共行政學系
G796609
資料來源 http://thesis.lib.nccu.edu.tw/record/#B2002004014
資料類型 thesis
dc.contributor.advisor 孫本初zh_TW
dc.contributor.advisor Sun,Ben Chuen_US
dc.contributor.author (作者) 彭昌盛zh_TW
dc.contributor.author (作者) Peng,Chang Shengen_US
dc.creator (作者) 彭昌盛zh_TW
dc.creator (作者) Peng, Chang Shengen_US
dc.date (日期) 1993en_US
dc.date.accessioned 29-四月-2016 16:35:13 (UTC+8)-
dc.date.available 29-四月-2016 16:35:13 (UTC+8)-
dc.date.issued (上傳時間) 29-四月-2016 16:35:13 (UTC+8)-
dc.identifier (其他 識別碼) B2002004014en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/88810-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 公共行政學系zh_TW
dc.description (描述) G796609zh_TW
dc.description.abstract (摘要) 良好的管理掌控複雜性，而有效的領導則帶動實用的革新。交易型領導的
     主要精神在於領導者與部屬皆擁有足以滿足對方需求的資源，而藉由彼此
     間資資源的交換過程達到相互滿足彼此需求的目的。即領導者提供報償以
     促使部屬奉獻心力，滿足領導者達到組織目的；而部屬貢獻其技術、能力
     ，完成約定的必要努力，以獲取應得的報償，滿足個人需求。實際上，交
     易型領導與轉換型領導二者並非互斥的，轉換型領導者也須運用其獎償與
     懲罰的權力以導正部屬之偏差行為。因此可謂交易型領導為轉換型領導之
     基礎。然而轉換型領導與交易型最大的差別在於交易型領導係在既定的組
     織文化下運作，而轉換型領導乃以改變既存的組織文化為途徑，針對外在
     環境之變化，透過落實轉換型領導的內涵，以創設足以達成個人發展與組
     織發展之組織文化。每個組織皆有其各自的文化以規範成員的行動，並進
     而影響組織的工作績效，其內涵包括了人工器物層次、價值觀層次及基本
     假設層次，其中基本假設可謂組織文化的精粹。若從工具價值的觀點來探
     討組織文化，則組織文化不但可以管理，且應加以管理。而在組織文化的
     形成、傳遞、管理及變遷過程中，組織領導者扮演著舉足輕重的角色。透
     過轉換型領導，可改變組織人員的行為，提昇人員的道德水準，亦即可以
     將轉換型領導作為改變組織文化之途逕。更進一步說，在面臨動盪不安的
     外在環境下，轉換型領導者必須具備塑造新的組織文化的能力，方足帶動
     組織從人工器物，到基本假設作某一方向的變遷與努力。筆者在本文中針
     對轉換型領導的內涵分別提出不同之策略，而各不同之策略對組織文化產
     生不同之影響。首先透過聖雄型領導可建立部屬對領導者信任、對組織目
     標承諾及對組織忠誠之組織文化。透過個別化關懷，可建立尊重個人、結
     合個人目標與組織目標、並求得個人發展與組織發展之組織文化。透過才
     智激發，可建立激發部屬潛能並以新方法解決問題，鼓勵兼容並蓄思考、
     且銳意革新之組織文化。		zh_TW
dc.description.tableofcontents 第一章 緒 論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧1
      第一節 研究動機與研究目的‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧1
      第二節 研究方法與研究架構‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧3
      第三節 研究範圍與研究限制‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧6
     第二章 相關文獻之探討‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧8
      第一節 領導之概說‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧8
      壹、領導的定義與特性‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧8
      貳、領導與管理之差異‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧17
      第二節 交易型領導‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧23
      壹、權變報償‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧24
      貳、例外管理、負回饋、及權變負增強‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧27
      第三節 轉換型領導‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧29
      壹、魅力型領導‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧33
      貳、個別化關鍵‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧35
      參、才智激發‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧38
     第三章 轉換型領導之途徑─從組織文化的觀點探討‧‧‧‧‧‧‧‧‧‧‧42
      第一節 組織文化的內涵與類型‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧46
      壹、組織文化的內涵‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧46
      貳、組織文化的類型‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧54
      第二節 組織文化的形成與傳遞‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧60
      壹、傳達組織文化的主要機制‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧62
      貳、傳達組織文化的次要機制‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧64
      第三節 組織文化的管理與變遷‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧66
      壹、組織文化的管理‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧66
      貳、組織文化的變遷‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧70
     第四章 轉換型領導的實踐─策略之運用‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧76
      第一節 魅力型領導‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧77
      壹、超人魅力的展現‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧77
      貳、開創遠景‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧84
      第二節 個別化關懷‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧90
      壹、個別差異的運用‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧90
      貳、生涯發展系統的運用‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧93
      第三節 才智激發‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧102
      壹、創造力的激發‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧102
      貳、競值途徑的運用‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧108
     第五章 結 論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧117
      第一節 重點回顧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧117
      第二節 轉換型領導的啟示‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧118
      第三節 未來研究方向‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧121
     參考書目‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧123		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#B2002004014en_US
dc.subject (關鍵詞) 交易型領導zh_TW
dc.subject (關鍵詞) 轉換型領導zh_TW
dc.subject (關鍵詞) transformational leadershipen_US
dc.title (題名) 轉換型領導理論及其應用之研究zh_TW
dc.title (題名) The Research of Transformational Leadership Theory and It`s Applicationen_US
dc.type (資料類型) thesisen_US
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