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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-Apr-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\r\n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\r\n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\r\n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\r\n，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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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、\r\n且銳意革新之組織文化。 參考文獻 江岷欽 民80 組織文化在行政管理上之意義。研考報導，第十五期，\r\n頁16-23 。\r\n江岷欽 民81 競值途徑在組織研究上之應用。八十一年全國公共行\r\n政論文研討會。\r\n吳定 民77 公共行政論叢。台北:天一圖書公司。\r\n吳定 民80 公共政策。台北:華視文化事業股份有限公司。\r\n吳焰修 民76 組織文化之研究一理論與應用之探討。國立政治大學\r\n公共行政研究所碩士論文。\r\n帕米爾書店編輯部 民69 中華文化討論集，頁18-19 。\r\n周淑惠 民68 個別差異領導原則之研究。國立政治大學公共行政研\r\n究所碩士論文。\r\n徐文成 民75 員工職業前程管理之可行性研究。私立中原大學企管\r\n研究所碩士論文。\r\n陳素枝 民81 影響組織的生涯發展系統實施成效因素之研究。國立\r\n政治大學公共行政研究所碩士論文。\r\n許演松 民76 主管是利用部屬智慧與能力為專業的人。公共行政，\r\n第22 期，頁70-77。\r\n郭有遹 民72 創造心理學。台北:中正書局。\r\n黃文山 民61 文化學體系。台北:台灣中華書局，頁26-27 。\r\n黃適卓 民81 立法院次級問政團體集思會之質的研究。國立政治大\r\n學公共行政研究所碩士論文。\r\n張金鑑 民67 行政學典範。台北:中國行政學會。\r\n張潤書 民75 行政學。台北:三民書局。\r\n湯淑貞 民66 管理心理學。台北:三民書局。\r\n榮泰生 民79 企業的基本承諾一組織文化與策略形成。管理雜誌，\r\n第188 期，頁154-158 。\r\n錢玉芬，洪英正 民79 組織文化與組織價值觀之關係探討。思與言，\r\n第28 谷第4 期，頁65- 75 。\r\n蕭武桐 民79 行政組織文化與公共行政。人事管理，第27 卷第10 期，\r\n頁4-8 ;第11 期，頁1 4-19 ;第12 期，頁16-19。\r\n蕭武桐 民80 公務倫理的理論與應用。台北:時英出版社。\r\n魏美蓉 民78 政府機關及公民營機構實施生涯發展系統之研究一現\r\n況調查與個案分析。國立政治大學公共行政研究所碩士論文。\r\n謝安田 民74 人事管理。台北:自印。\r\n譚潔芝 民79 組織文化對組織運作之影響。國立台灣大學政治研究\r\n所碩士論文。\r\n蘇伯顯 民61 領導與組織。台北:國家書店。\r\n\r\n\r\n\r\nAdams, James L. 1974 Conce.D tual Blockbus,` A Guide to Better Ideas .\r\nNew York W.W, Norton.\r\nAllport, O.W. 1937 Personality,` A Psychological Interpretation. 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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 Chu en_US dc.contributor.author (Authors) 彭昌盛 zh_TW dc.contributor.author (Authors) Peng,Chang Sheng en_US dc.creator (作者) 彭昌盛 zh_TW dc.creator (作者) Peng, Chang Sheng en_US dc.date (日期) 1993 en_US dc.date.accessioned 29-Apr-2016 16:35:13 (UTC+8) - dc.date.available 29-Apr-2016 16:35:13 (UTC+8) - dc.date.issued (上傳時間) 29-Apr-2016 16:35:13 (UTC+8) - dc.identifier (Other Identifiers) B2002004014 en_US dc.identifier.uri (URI) https://ah.lib.nccu.edu.tw/item?item_id=100682 - 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) G796609 zh_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\r\n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\r\n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\r\n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\r\n，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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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\r\n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、\r\n且銳意革新之組織文化。 zh_TW dc.description.tableofcontents 第一章 緒 論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧1\r\n 第一節 研究動機與研究目的‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧1\r\n 第二節 研究方法與研究架構‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧3\r\n 第三節 研究範圍與研究限制‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧6\r\n第二章 相關文獻之探討‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧8\r\n 第一節 領導之概說‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧8\r\n 壹、領導的定義與特性‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧8\r\n 貳、領導與管理之差異‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧17\r\n 第二節 交易型領導‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧23\r\n 壹、權變報償‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧24\r\n 貳、例外管理、負回饋、及權變負增強‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧27\r\n 第三節 轉換型領導‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧29\r\n 壹、魅力型領導‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧33\r\n 貳、個別化關鍵‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧35\r\n 參、才智激發‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧38\r\n第三章 轉換型領導之途徑─從組織文化的觀點探討‧‧‧‧‧‧‧‧‧‧‧42\r\n 第一節 組織文化的內涵與類型‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧46\r\n 壹、組織文化的內涵‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧46\r\n 貳、組織文化的類型‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧54\r\n 第二節 組織文化的形成與傳遞‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧60\r\n 壹、傳達組織文化的主要機制‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧62\r\n 貳、傳達組織文化的次要機制‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧64\r\n 第三節 組織文化的管理與變遷‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧66\r\n 壹、組織文化的管理‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧66\r\n 貳、組織文化的變遷‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧70\r\n第四章 轉換型領導的實踐─策略之運用‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧76\r\n 第一節 魅力型領導‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧77\r\n 壹、超人魅力的展現‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧77\r\n 貳、開創遠景‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧84\r\n 第二節 個別化關懷‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧90\r\n 壹、個別差異的運用‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧90\r\n 貳、生涯發展系統的運用‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧93\r\n 第三節 才智激發‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧102\r\n 壹、創造力的激發‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧102\r\n 貳、競值途徑的運用‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧108\r\n第五章 結 論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧117\r\n 第一節 重點回顧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧117\r\n 第二節 轉換型領導的啟示‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧118\r\n 第三節 未來研究方向‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧121\r\n參考書目‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧123 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#B2002004014 en_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 leadership en_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 Application en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 江岷欽 民80 組織文化在行政管理上之意義。研考報導，第十五期，\r\n頁16-23 。\r\n江岷欽 民81 競值途徑在組織研究上之應用。八十一年全國公共行\r\n政論文研討會。\r\n吳定 民77 公共行政論叢。台北:天一圖書公司。\r\n吳定 民80 公共政策。台北:華視文化事業股份有限公司。\r\n吳焰修 民76 組織文化之研究一理論與應用之探討。國立政治大學\r\n公共行政研究所碩士論文。\r\n帕米爾書店編輯部 民69 中華文化討論集，頁18-19 。\r\n周淑惠 民68 個別差異領導原則之研究。國立政治大學公共行政研\r\n究所碩士論文。\r\n徐文成 民75 員工職業前程管理之可行性研究。私立中原大學企管\r\n研究所碩士論文。\r\n陳素枝 民81 影響組織的生涯發展系統實施成效因素之研究。國立\r\n政治大學公共行政研究所碩士論文。\r\n許演松 民76 主管是利用部屬智慧與能力為專業的人。公共行政，\r\n第22 期，頁70-77。\r\n郭有遹 民72 創造心理學。台北:中正書局。\r\n黃文山 民61 文化學體系。台北:台灣中華書局，頁26-27 。\r\n黃適卓 民81 立法院次級問政團體集思會之質的研究。國立政治大\r\n學公共行政研究所碩士論文。\r\n張金鑑 民67 行政學典範。台北:中國行政學會。\r\n張潤書 民75 行政學。台北:三民書局。\r\n湯淑貞 民66 管理心理學。台北:三民書局。\r\n榮泰生 民79 企業的基本承諾一組織文化與策略形成。管理雜誌，\r\n第188 期，頁154-158 。\r\n錢玉芬，洪英正 民79 組織文化與組織價值觀之關係探討。思與言，\r\n第28 谷第4 期，頁65- 75 。\r\n蕭武桐 民79 行政組織文化與公共行政。人事管理，第27 卷第10 期，\r\n頁4-8 ;第11 期，頁1 4-19 ;第12 期，頁16-19。\r\n蕭武桐 民80 公務倫理的理論與應用。台北:時英出版社。\r\n魏美蓉 民78 政府機關及公民營機構實施生涯發展系統之研究一現\r\n況調查與個案分析。國立政治大學公共行政研究所碩士論文。\r\n謝安田 民74 人事管理。台北:自印。\r\n譚潔芝 民79 組織文化對組織運作之影響。國立台灣大學政治研究\r\n所碩士論文。\r\n蘇伯顯 民61 領導與組織。台北:國家書店。\r\n\r\n\r\n\r\nAdams, James L. 1974 Conce.D tual Blockbus,` A Guide to Better Ideas .\r\nNew York W.W, Norton.\r\nAllport, O.W. 1937 Personality,` A Psychological Interpretation. 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