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題名 讀書會召集人領導功能之研究
A study of the conveners` leadership of study circles貢獻者 蕭武桐
游淑靜關鍵詞 讀書會
召集人
自我導向學習
轉換型領導
服務型領導
Study circles
Conveners
Self-direction larning
Transformational leadership
Servant leadership摘要 讀書會(study circles)為一種志願團體，若立案為社團法人者，為非營利組織，回顧台灣讀書會自民國七十四年台北「媽媽充電會」及高雄「揚帆主婦社」成立發軔至今，隨著解嚴、社區主義及女性主義的抬頭，已有長足進展，依據民國九十年十月第五屆全國讀書會博覽會之統計，目前全國有案可稽之讀書會有1,912個。 表面數字雖值得欣慰，但這其中卻不乏中途倒會、進入冬眠或目標變質者，因此，讀書會泡沫式的現象非常值得觀察研究。大致說來，讀書會發展有四階段，即籌組期、發展期、倦怠期和成熟期，在發展過程中，如果無法渡過倦怠期危機，很容易就倒會，名存實亡。國內雖有讀書會暴起暴落，然而成立超過十年，成員超過五十人者（甚至超過二百人），也大有所在。因此，讀書會的領導與管理，攸關讀書會之成敗，是值得探討之主題。 借鏡於國外案例，美國的讀書會發展，據一九九七年統計，已有五十萬個讀書會；瑞典的讀書會據一九九六年統計，有三十五萬個讀書會在運作。以目前台灣約兩千三百萬人，約有兩千個讀書會，相較於美國及瑞典，台灣民眾參與讀書會比例，顯然偏低，值此全民學習、終身學習的時代，讀書會尚有極大發展空間，值得政府及民問來共同推廣。 有鑑於此，本論文期經由文獻探討、深度訪談、比較研究及焦點團體座談，從讀書會不同發展階段、Yuk1的有效領導管理行為、易經啟示理念等不同理論，來建立不同面向之讀書會領導功能模型，並針對讀書會召集人領導功能、讀書會未來發展方向提出結論及建議，供讀書會及各相關單住參考。 本論文結論重點為：一、讀書會是否成立為法人、繳費多寡，和讀書會經營成敗無關，最重要是讀書會能給會員什麼收穫。二、不同發展階段有不同領導功能特色及重點，領導功能可概分為決策、影響力、建立關係、取給資訊和權變等五種面向，其中權變領導為核心。三、領導功能有智慧面及知識面，二者相輔相成，相互為用。四、讀書會可參與社區議題和公共政策，促進社群意識，建立公民社會。 建議重點為：一、讀書會會員應以「自我導向學習」(self-direction learning)來參加讀書會，達成終身學習、豐裕心靈。二、讀書會召集人日久可能有倦怠現象，應培養接班人，使讀書會能薪火相傳，永續發展。三、讀書會應尋求市場區隔，結合社會資源，配合社會發展，尋找讀書會定位及舞台。四、讀書會可辦理新生訓練、發行出版品、辦理各種活動等方式，提昇會員社會化程度及組織凝聚力。五、召集人應加強領導管理智能及人文素養，有如領航人，帶領讀書會邁向新世代。六、轉換型領導、服務型領導是較適於讀書會召集人運用的領導類型。七、政府輔導讀書會政策應有一貫性，不要人去政息。入、政府應協助成立讀書會資源中心，整合各種資源經驗，促進讀書會發展。 關鍵詞：讀書會、召集人、自我導向學習、轉換型領導、服務型領導。
Study Circles are voluntary groups until registered formally in which case they are called non-profit organizations. Taking a view backward, the development of study circles in Taiwan was triggered by“Mama chong diann hwei”in Taipei and“Yang farn juu fuh sheh”in Kaohsiung. Since the remoal the Martial law and the promotion of cormnunitarialism and feminism in Taiwan, study circles have progressed steadily until today. According to statistics printed by the 5th National Study Circles Fair in October 2001, the number of Study Circles in Taiwan has reached 1,912. Though the number is encouraging, we found that a great deal of study circles have disbanded, stopped activities or replaced their original goals. Though the bubble-phenomenon regarding study circles is worthy of research and observation, generally speaking, the development of study circles has typically followed 4 stages: preparation, development, fatigue and maturation. During the development process, if particular study circles can`t pass through the fatigue stage, they will usually dissolve very soon, normally not lasting for longer than half year. Though some study circles are like bubbles, there are also a lot of study circles that have existed more than 10 years, have more than 50 members (some more than 200 members), and continue to be more stable and reputable. It seems that the leadership and management of study circles` conveners is directly related to the success of the organizations. This tendency has become the theme to be further researched by this study. In USA, there were 500,000 study circles in 1997. In Sweden, there were 350,000 study circles In 1996. Presently, there are 1,912 study circles in Taiwan with about 23 million population Compared to the USA and Sweden, the participation rate is quite low. During this“life-long” learning age, there is quite a bit of latitude in regards to the development of study circles. This thesis used "documentary-type methods" ,"in depth interviews" , "comparative study" and "focus group" styles to try to establish various leadership models such as "different development stage leadership model", "Yuki`s valid leadership behavior model" and "Yin-and promote their respective study circles. The conclusion is 1.The member fees and official registration of study circles do not determine the success of a study circle versus what the study circle can give to the members. 2.Different stages need different leadership, leadership includes decision making, influence, relations, information and contingency. Contingency leadership is the center of all leadership. 3.Leadership has the dual dimensions of wisdom and knowledge , those two help and engender each other. 4.Study circles can participate in community issues and public policies to help establish a more civil society. The suggestions are 1.The members of the study circles should base themselves on "self-directional learning" to participate and target "life long" learning. 2. The conveners of the study circles have the phenomenon of exhaustion, the study circles should cultivate suitable members to take over the role of leaders to progress the study circles. 3.The study circles should choose their market segment, follow the development of the society, and find their own performing stage. 4.The study circles can organize new member training programs, publishing books and another activities to upgrade the cohesion of study circles. 5. The conveners of the study circles should improve their leadership and knowledge to lead the organization to walk into the new age. 6.Transformational leadership and servant leadership are more appropriate style for study circles` conveners. 7.The government`s policy of sponsoring the study circles should be maintained to help develop the study circles. S.The government should help to establish a study circle resource center to promote the progress of the study circles on a national front. Key words: study circles; conveners; self-direction learning;transformational leadership; servant leadership.描述 碩士
國立政治大學
行政管理碩士學程
90資料來源 http://thesis.lib.nccu.edu.tw/record/#G91NCCU2402012 資料類型 thesis dc.contributor.advisor 蕭武桐 zh_TW dc.contributor.author (Authors) 游淑靜 zh_TW dc.date.accessioned 18-Sep-2009 17:31:47 (UTC+8) - dc.date.available 18-Sep-2009 17:31:47 (UTC+8) - dc.identifier (Other Identifiers) G91NCCU2402012 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/36201 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 行政管理碩士學程 zh_TW dc.description (描述) 90 zh_TW dc.description.abstract (摘要) 讀書會(study circles)為一種志願團體，若立案為社團法人者，為非營利組織，回顧台灣讀書會自民國七十四年台北「媽媽充電會」及高雄「揚帆主婦社」成立發軔至今，隨著解嚴、社區主義及女性主義的抬頭，已有長足進展，依據民國九十年十月第五屆全國讀書會博覽會之統計，目前全國有案可稽之讀書會有1,912個。 表面數字雖值得欣慰，但這其中卻不乏中途倒會、進入冬眠或目標變質者，因此，讀書會泡沫式的現象非常值得觀察研究。大致說來，讀書會發展有四階段，即籌組期、發展期、倦怠期和成熟期，在發展過程中，如果無法渡過倦怠期危機，很容易就倒會，名存實亡。國內雖有讀書會暴起暴落，然而成立超過十年，成員超過五十人者（甚至超過二百人），也大有所在。因此，讀書會的領導與管理，攸關讀書會之成敗，是值得探討之主題。 借鏡於國外案例，美國的讀書會發展，據一九九七年統計，已有五十萬個讀書會；瑞典的讀書會據一九九六年統計，有三十五萬個讀書會在運作。以目前台灣約兩千三百萬人，約有兩千個讀書會，相較於美國及瑞典，台灣民眾參與讀書會比例，顯然偏低，值此全民學習、終身學習的時代，讀書會尚有極大發展空間，值得政府及民問來共同推廣。 有鑑於此，本論文期經由文獻探討、深度訪談、比較研究及焦點團體座談，從讀書會不同發展階段、Yuk1的有效領導管理行為、易經啟示理念等不同理論，來建立不同面向之讀書會領導功能模型，並針對讀書會召集人領導功能、讀書會未來發展方向提出結論及建議，供讀書會及各相關單住參考。 本論文結論重點為：一、讀書會是否成立為法人、繳費多寡，和讀書會經營成敗無關，最重要是讀書會能給會員什麼收穫。二、不同發展階段有不同領導功能特色及重點，領導功能可概分為決策、影響力、建立關係、取給資訊和權變等五種面向，其中權變領導為核心。三、領導功能有智慧面及知識面，二者相輔相成，相互為用。四、讀書會可參與社區議題和公共政策，促進社群意識，建立公民社會。 建議重點為：一、讀書會會員應以「自我導向學習」(self-direction learning)來參加讀書會，達成終身學習、豐裕心靈。二、讀書會召集人日久可能有倦怠現象，應培養接班人，使讀書會能薪火相傳，永續發展。三、讀書會應尋求市場區隔，結合社會資源，配合社會發展，尋找讀書會定位及舞台。四、讀書會可辦理新生訓練、發行出版品、辦理各種活動等方式，提昇會員社會化程度及組織凝聚力。五、召集人應加強領導管理智能及人文素養，有如領航人，帶領讀書會邁向新世代。六、轉換型領導、服務型領導是較適於讀書會召集人運用的領導類型。七、政府輔導讀書會政策應有一貫性，不要人去政息。入、政府應協助成立讀書會資源中心，整合各種資源經驗，促進讀書會發展。 關鍵詞：讀書會、召集人、自我導向學習、轉換型領導、服務型領導。 zh_TW dc.description.abstract (摘要) Study Circles are voluntary groups until registered formally in which case they are called non-profit organizations. Taking a view backward, the development of study circles in Taiwan was triggered by“Mama chong diann hwei”in Taipei and“Yang farn juu fuh sheh”in Kaohsiung. Since the remoal the Martial law and the promotion of cormnunitarialism and feminism in Taiwan, study circles have progressed steadily until today. According to statistics printed by the 5th National Study Circles Fair in October 2001, the number of Study Circles in Taiwan has reached 1,912. Though the number is encouraging, we found that a great deal of study circles have disbanded, stopped activities or replaced their original goals. Though the bubble-phenomenon regarding study circles is worthy of research and observation, generally speaking, the development of study circles has typically followed 4 stages: preparation, development, fatigue and maturation. During the development process, if particular study circles can`t pass through the fatigue stage, they will usually dissolve very soon, normally not lasting for longer than half year. Though some study circles are like bubbles, there are also a lot of study circles that have existed more than 10 years, have more than 50 members (some more than 200 members), and continue to be more stable and reputable. It seems that the leadership and management of study circles` conveners is directly related to the success of the organizations. This tendency has become the theme to be further researched by this study. In USA, there were 500,000 study circles in 1997. In Sweden, there were 350,000 study circles In 1996. Presently, there are 1,912 study circles in Taiwan with about 23 million population Compared to the USA and Sweden, the participation rate is quite low. During this“life-long” learning age, there is quite a bit of latitude in regards to the development of study circles. This thesis used "documentary-type methods" ,"in depth interviews" , "comparative study" and "focus group" styles to try to establish various leadership models such as "different development stage leadership model", "Yuki`s valid leadership behavior model" and "Yin-and promote their respective study circles. The conclusion is 1.The member fees and official registration of study circles do not determine the success of a study circle versus what the study circle can give to the members. 2.Different stages need different leadership, leadership includes decision making, influence, relations, information and contingency. Contingency leadership is the center of all leadership. 3.Leadership has the dual dimensions of wisdom and knowledge , those two help and engender each other. 4.Study circles can participate in community issues and public policies to help establish a more civil society. The suggestions are 1.The members of the study circles should base themselves on "self-directional learning" to participate and target "life long" learning. 2. The conveners of the study circles have the phenomenon of exhaustion, the study circles should cultivate suitable members to take over the role of leaders to progress the study circles. 3.The study circles should choose their market segment, follow the development of the society, and find their own performing stage. 4.The study circles can organize new member training programs, publishing books and another activities to upgrade the cohesion of study circles. 5. The conveners of the study circles should improve their leadership and knowledge to lead the organization to walk into the new age. 6.Transformational leadership and servant leadership are more appropriate style for study circles` conveners. 7.The government`s policy of sponsoring the study circles should be maintained to help develop the study circles. S.The government should help to establish a study circle resource center to promote the progress of the study circles on a national front. Key words: study circles; conveners; self-direction learning;transformational leadership; servant leadership. en_US dc.description.tableofcontents 第一章 緒論 第一節 研究動機與目的-----1 第二節 研究方法與步驟-----3 第三節 研究範圍與限制-----7 第四節 重要名詞界定-----7 第二章 文獻探討 第一節 讀書會的功能與CORPS特色-----14 第二節 國內外讀書會發展概況-----16 第三節 主要領導研究途徑及近代領導理論-----24 第四節 團體發展階段與領導-----29 第五節 組織文化與道德的領導-----33 第六節 讀書會之學習標竿與十誡-----36 第三章 研究設計與實施 第一節 研究流程-----39 第二節 研究對象-----39 第三節 研究工具-----41 第四節 資料分析處理-----45 第四章 研究結果與討論 第一節 組織現況訪談歸納分析-----46 第二節 領導功能訪談重點歸納分析-----60 第三節 有關其他領導運作訪談結果歸納分析-----71 第四節 讀書會的未來與展望歸納分析-----78 第五節 綜合討論-----81 第五章 讀書會領導功能模型及分析 第一節 不同發展階段之領導功能模型-----86 第二節 整合分類管理行為之領導功能模型-----90 第三節 直觀與理性之領導功能模型-----93 第四節 綜合討論-----95 第六章 結論 第一節 發現-----105 第二節 建議-----109 參考書目 一、中文參考書目-----115 二、英文參考書目-----120 附錄一 七七讀書會召集人訪談資料-----1 附錄二 花蓮高中家長讀書會召集人訪談資料-----8 附錄三 台灣PHP素直友會召集人訪談資料-----13 附錄四 鄉城菁英讀書會召集人訪談資料-----16 附錄五 新莊袋鼠媽媽讀書會召集人訪談資料-----21 附錄六 國立台中圖書館讀書會召集人訪談資料-----25 附錄七 高雄市揚帆主婦社召集人訪談資料-----28 附錄八 讀書會的未來與展望座談會-----31 圖一之1 研究步驟-----7 圖一之2 以權變為核心的領導行為圖-----13 圖二之1 非營利組織成員及關係人模式內涵-----15 圖二之2 封閉型讀書會成員及關係人模式內涵-----15 圖二之3 讀書會發展曲線圖-----19 圖二之4 讀書會成員職業背景比例-----20 圖二之5 讀書會與一般團體發展階段異同-----30 圖四之1 讀書會未來發展模型-----81 圖四之2 現代讀書會供需市場循環圖-----84 圖五之1 讀書會不同發展階段之領導功能模型-----86 圖五之2 以權變為核心的整合分類領導功能模型-----92 圖五之3 陰（直觀）與陽（理性）的領導功能模型-----94 圖五之4 能力基礎的人力資源管理模型-----98 圖五之5 組織社會化三階段圖形-----101 表三之1 研究流程-----39 表三之2 受訪讀書會資料-----40 表三之3 讀書會召集人領導功能訪談表-----41 表三之4 讀書會召集人領導功能訪談主題-----42 表四之1 七七讀書會組織現況訪談表-----46 表四之2 花蓮高中家長讀書會（B組）組織現況訪談表-----48 表四之3 台灣PHP素直友會組織現況訪談表-----50 表四之4 鄉城菁英讀書會組織現況訪談表-----52 表四之5 新莊袋鼠媽媽讀書會組織現況訪談表-----54 表四之6 國立台中圖書館讀書會組織現況訪談表-----56 表四之7 高雄市揚帆主婦社組織現況訪談表-----57 表四之8 讀書會籌組期領導功能重點-----61 表四之9 讀書會發展期領導功能重點-----62 表四之10 讀書會倦怠期領導功能重點-----64 表四之11 讀書會成熟期領導功能重點-----65 表四之12 領導經驗及訓練情形歸納-----71 表四之13 是否參與社區活動意見歸納-----72 表四之14 是否贊成讀書會參與公共議題意見歸納-----72 表四之15 是否有策略聯盟及辦理人才培訓情形歸納-----73 表四之16 召集人與導讀人關係如何及是否有國際交流經驗歸納-----73 表四之17 登記為法人之優劣點及未來發展意見歸納-----74 表四之18 其他建議-----74 表四之19 讀書會是否有資源支持運作發展之區別-----75 表四之20 讀書會可發展類型-----78 表四之21 讀書會召集人應加強之領導功能-----79 表四之22 讀書會如何加強社會參與及服務-----79 表四之23 其他建議-----79 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G91NCCU2402012 en_US dc.subject (關鍵詞) 讀書會 zh_TW dc.subject (關鍵詞) 召集人 zh_TW dc.subject (關鍵詞) 自我導向學習 zh_TW dc.subject (關鍵詞) 轉換型領導 zh_TW dc.subject (關鍵詞) 服務型領導 zh_TW dc.subject (關鍵詞) Study circles en_US dc.subject (關鍵詞) Conveners en_US dc.subject (關鍵詞) Self-direction larning en_US dc.subject (關鍵詞) Transformational leadership en_US dc.subject (關鍵詞) Servant leadership en_US dc.title (題名) 讀書會召集人領導功能之研究 zh_TW dc.title (題名) A study of the conveners` leadership of study circles en_US dc.type (資料類型) thesis en
