領導風格對組織溝通與行政效能之調節效應-以中央研究院學術研究人員兼任行政主管之實證分析

• Main Author: 虞令潔
• Language: 中文
• Published: 國立政治大學
• Subjects: 學術研究人員兼任行政主管; 領導風格; 組織溝通; 行政效能; Academic researcher concurrently in charge of administrative director; Leadership style; Organizational communication; Administrative effectiveness
• Online Access: http://thesis.lib.nccu.edu.tw/cgi-bin/cdrfb3/gsweb.cgi?o=dstdcdr&i=sid=%22G0104921024%22.

中央研究院被認為是我國最高學術機構，院內一級單位主管皆由研究人員兼任。本研究旨在探討中央研究院學術研究人員兼任行政主管的領導風格與所屬單位員工組織溝通與行政效能的關聯性，並採用問卷調查法中的配額抽樣方式，行政單位發出105份，研究單位則發出310份，合計為415份。問卷回收共計315份，其中有效問卷數為293份，可用率為93.01%。 經分析結果得出以下結論：中央研究院由研究人員兼任行政主管之所屬單位員工對於主管的領導風格、組織溝通與行政效能的感受平均得分分別為3.48、3.31、3.95，位於「李克特五點尺度法」的中上但未達同意程度。其次，組織溝通的「正式溝通」與行政效能之間具有顯著之正向關係。由此可知，中央研究院由研究人員兼任行政主管所屬單位員工的正式溝通感受程度愈高，其行政效能的知覺程度亦會愈高。最後，主管的「轉換型領導」與「交易型領導」對於組織溝通的「正式溝通」與行政效能之間具有正向之調節效果，但對於不同社會屬性特徵員工與行政效能之間則不具有調節效果。 根據研究結果，本研究提出四項實務建議，以增進單位員工的行政效能。包括：主管對於部屬應加強個別關懷及提供教育訓練、對待部屬應賞罰分明、強化與部屬之間的溝通管道以及兼任行政主管應善盡主管之職責。 === The Academia Sinica is considered the highest academic institution of the country. The researchers hold the concurrent post as the highest administration positions at the director level. The purpose of this research is to analyze the relationship of the academic researcher with administrative director’s leadership style, organizational communication, and administrative effectiveness. The method of Quota Sampling is used to distribute questionnaires to the staff. There are a total of 415 questionnaires: 105 of which are given to the administrative staff and 310 are given to the research staff. In total, there are 315 questionnaires collected and 293 of them, 93.01%, are considered as valid. There are several conclusions drawn from the analysis of the research. First, the average score of the administrators’ leadership style, organizational communication, and administrative effectiveness is 3.48, 3.31, 3.95, is located to “Likert scale” in the upper but not agree with the degree. Secondly, there is a positive relationship between the formal communication and administrative effectiveness. Lastly, administrators’ transforming leadership and transactional leadership positively moderated the relationship between formal communication and administrative effectiveness, but there is no moderating effect on the relationship between the staff’s social and demographical background and administrative effectiveness. Based on the conclusions, four practical recommendations are proposed to further enhance the administrative effectiveness: (1) The administrative director should pay more attention to the individual subordinate, and provide training programs to the staff. (2) The administrative director should have a very clear award and punishment system. (3) The administrative director should better communicate with the staff. (4) Academic researchers with administrative responsibilities should fulfill his administrative responsibility.