請用此 Handle URI 來引用此文件: http://hdl.handle.net/11455/20858
標題: 虛擬團隊中領導風格的虛擬化與改變:虛擬化領導權變觀點
The Virtualization of Leadership Style and Style Change: The Contingency Virtual Leadership Perspective
作者: 范凱棠
Fan, Kai-Tang
關鍵字: virtual team
虛擬團隊
virtual leadership
leadership style change
contingency leadership perspective
虛擬化領導
風格改變
領導權變理論
出版社: 企業管理學系所
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摘要: The main purpose of this study is to test the prescriptions for virtual leadership and leadership style change, based on the contingency leadership perspective. This study first manipulated virtual leadership by using email in accordance with transformational and transactional leadership theory. Then, this study investigated the possibility of changing leadership style and examined its effects on leadership effectiveness and team effectiveness. This research used a 2x4 factorial experiment design to investigate the impacts of virtual leadership style (transformational vs. transactional), leadership style change (transformational to transactional/ transactional to transformational/ pure transformational/ pure transactional), and control mechanism (behavior vs. outcome) on leadership effectiveness and team effectiveness. 130 senior students were organized into 32 virtual teams that were required to use a Web-based group decision support system to support their teamwork. The results indicated that perception of transformational or transactional leadership style and leadership change was significantly stronger in accord with the assigned situation. In addition, evidence revealed that the interaction effect leadership style change and control mechanism on leadership effectiveness and team effectiveness were also significant. This research yield important inferences regarding the possibility of manipulation on virtual leadership style and style change in virtual context. The suggestions and contributions of this study as well as the managerial implications are also presented.
本研究主要目的在於以權變理論的觀點來詮釋虛擬環境下,虛擬化領導風格的可操作性以及可改變性。以轉換型領導與交易型領導為例,透過文字撰寫的方式來虛擬轉換型領導風格以及交易型領導風格,並檢視成員是否能夠正確知覺到其所接受之虛擬化領導風格。其次,再根據權變學派的觀點,探討在虛擬工作環境下,進行領導風格改變的可行性,並探討此領導風格改變對於領導效能以及團隊效能的可能影響。 研究以台灣中部某私立大學大四學生兩班,共130名為本次研究之對象。在研究成員的分組上,所有受試者皆以隨機分組的方式,分別自每班學生抽取2名,以每組4人的方式,共組成32個虛擬團隊,採2×4之二因子實驗設計,將所有受試者隨機分為八種實驗情境,透過群體決策支援系統模擬虛擬環境,以探討在不同虛擬化領導風格(轉換型/交易型)、領導風格的改變(轉換型變交易型/交易型變轉換型/固定轉換型/固定交易型)以及不同控制機制(行為控制/結果控制)的交互情境下,團隊成員是否可正確知覺到虛擬化領導風格以及領導風格的改變與否,並檢視其對於領導效能以及團隊效能的可能影響。 研究結果顯示,成員可正確知覺到所接受的虛擬化領導風格,就領導風格的改變方面,成員不僅可正確的知覺到領導風格是否有所改變,更可正確知覺到改變後的領導風格,不僅證實虛擬環境下領導風格的可操作性,更說明在虛擬環境下改變領導風格的可行性。在虛擬化領導、風格改變以及控制機制對於領導效能的交互影響方面,本研究發現領導風格改變與控制機制對於領導效能以及團隊效能皆有顯著的交互作用存在。整體而言,本研究證實虛擬化領導權變觀點,並針對此研究結果進行管理意涵以及未來研究建議之討論。
URI: http://hdl.handle.net/11455/20858
其他識別: U0005-1507200914474500
文章連結: http://www.airitilibrary.com/Publication/alDetailedMesh1?DocID=U0005-1507200914474500
顯示於類別:企業管理學系所

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