指導教授：廖咸興指導教授：陸洛臺灣大學：財務金融學研究所曾崇育Tseng, Chris Chung-YuChris Chung-YuTseng2014-11-272018-07-092014-11-272018-07-092014http://ntur.lib.ntu.edu.tw//handle/246246/262496轉換型領導理論除了提供領導者可依循之領導概念、特徵分析與衡量工具外，國內外學術研究證實轉換型領導與部屬激勵、工作滿意、組織認同、工作績效有強烈的關連性。 本研究欲結合轉換型領導理論所提供的「心法」，與個案部門實務操作所展現的「身法」進行對照與分析，藉由觀察個案部門與其主管所進行之組織變革過程，探討轉換型領導理論下可能的實務應用。 本研究觀察以下有關轉換型領導的實務應用結論: 一、 個案部門各項措施符合轉換型領導的特徵，且期間大幅提升部門績效。 二、 個案部門於三項措施同時符合轉換型領導與交易型領導之部分特徵，符合「轉換型領導與交易型領導並非相斥，且轉換型領導應該建構在交易型領導的基礎上」 (Bass 1985)之看法。 三、 個案部門在變革初期的動能主要來自【改變制度】的措施，較符合交易型領導中「權變報酬」的特徵，或許屬於獎勵、懲罰、控管之「管理」範疇。 四、 領導重心在於培育新人與關鍵人才: 其過程一開始艱辛，但隨時間推進，一方面新近成員成長迅速，另一方面關鍵人才能獨當一面，個案部門績效明顯提升。 五、 個案經驗顯示轉換型領導之「理想感召」無法立竿見影。但是當組織成員對「理想感召」有正向回應時，績效指標大幅進步且離職率降低、部屬滿意度的提升。 六、 個案經驗顯示高階主管的充分授權與支持也是組織變革的成功關鍵。 七、 個案經驗無法顯示轉換型領導是否能有效幫助解決接班人問題。The theory of Transformational leadership provides leaders with a concrete conceptual framework as well as a tool set to analyze and measure its relevant features. Research done by other academic has shown that there is a strong correlation between transformational leadership and an improvement in staff morale, satisfaction, loyalty and performance. This research attempts to compare and contrast between the theoretical framework set out under transformational leadership, and the practical implications demonstrated through case study. The research observes the following practical implications: 1. The case study resembles the key features of transformational leadership and demonstrates a performance improvement. 2. Certain actions meet both the key features of transformational leadership and transactional leadership, echoing Bass’s view that “transformational leadership builds on transactional leadership”. 3. The case study shows that early stage of change momentum comes from changes to policies and procedures. This falls more under the “contingent reward” category of transactional leadership or even more akin to management actions (through reward, punishment and controls). 4. The case shows strong emphasis on training and development for new recruits and key talents. The process may be long and eventually would yield results. 5. The case shows that “inspirational motivation” does not yield immediate results. However if in time the members start to respond to it, positive results will show in performance improvement, staff turnover reduction, and increase job satisfaction. 6. The case shows that having full support from senior management is also a key success factor. 7. The case shows that transformational leadership may not provide an effective solution to succession planning.目錄 口試委員審定書 ii 誌謝 iii 中文摘要 iv 英文摘要 v 目 錄 vii 圖目錄 viii 表目錄 ix 第一章 緒論…………………………………………………………………………………………1 第一節 研究動機與目的............................................................................................................... 1 第二節 研究方法............................................................ ………………………………………...2 第二章 文獻探討……………………………………………………………………………………3 第一節 交易型領導........................................................................................................................3 第二節 轉換型領導....................................................................................................................... 4 第三章 個案介紹……………………………………………………………………………………6 第一節 個案部門簡介....................................................................................................................6 第二節 民國97年初個案部門概況..............................................................................................7 第三節 組織變革計畫....................................................................................................................8 第四節 民國102年底組織變革成果檢視..................................................................................15 第四章 研究分析………………………………………………………………………………….18 第一節 個案部門實例與領導理論的應證................................................................................18 第二節 案主對其領導風格之反思............................................................................................19 第五章 結論與建議……………………………………………………………………………….21 第一節 研究結論 ......................................................................................................................21 第二節 研究限制與未來研究建議............................................................................................22 參考文獻…………………………………………………………………………….23 圖目錄 圖1-1 研究流程圖........................................................……………………………………………2 圖3-1 個案部門人才培育與離職狀況........................................................................................... 8 圖3-2 個案部門組織目標............................................................................................................... 9 圖3-3 個案部門人才培育制度..................................................................................................... 11   表目錄 表3-1 民國97年初個案部門人力分布......................................................................................... 7 表3-2 個案部門人才分布對照表................................................................................................. 16 表3-3 個案部門參賽結果............................................................................................................. 17 表4-1 個案部門實例與領導理論之應證..................................................................................... 18819653 bytesapplication/pdf論文公開時間：2014/08/17論文使用權限：同意有償授權(權利金給回饋學校)轉換型領導thesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/262496/1/ntu-103-P00745018-1.pdf