隨著團隊設計與運作的普遍，工作自主性備受重視。因此，西方團隊研究逐漸
著重於無領導者的自我管理團隊、或強調激勵取向的團隊領導者。然而，在多數的
高權力距離地區國家，即便強調成員工作自主性，但領導者仍是團隊中關鍵的角色。
另一方面，既有研究在探討工作自主性或領導行為對於工作效能的影響時，大多僅
涉及單一層次的影響面，較少同時考量多層次的影響歷程。因此，本研究將團隊中
的自主性區分為團隊(層次)自主性與成員(層次)自主性，並根據社會技術理論與
自我決定理論，來探討團隊中兩種層次之領導行為現象、團隊與成員自主性、以及
成員效能之間的影響效果。本研究以具有團隊領導者之一般團隊為對象，以問卷方
式向團隊領導者與團隊成員進行資料蒐集，並針對下列模式進行分析：(1)成員自
主性在團隊自主性與成員效能間之跨層次中介作用；(2)團隊層次威權領導在團隊
自主性與成員自主性間之調節效果；(3)對偶家長式領導在成員自主性與成員效能
間之調節效果。
根據資料分析結果，主要結論包括：(1)來自於組織授權或分權之團隊自主性，
對成員效能(包含工作滿意、組織承諾及任務績效)的正向影響，完全透過成員層次
的工作自主性的作用。(2)在高團隊自主性的情境下，尚嚴領導對成員的控制似乎
已經被團隊自主性抵銷；反之，在低高團隊自主性的情境下，尚嚴領導對成員的控
制則會傷害成員的自主性。(3)在高團隊尚嚴領導下，團隊自主性與成員自主性之
間具有顯著正向關係上；但在低團隊尚嚴領導下，團隊自主性與成員自主性之間無
顯著關聯。(4)尚嚴領導、工作支持與成員自主性的三階交互作用，不僅作用在成
員任務績效上，在情感性團隊承諾亦發現了顯著的三階交互作用。故從本研究的結
果看出，在團隊運作的情境中，領導者的工作支持似乎發揮更多的正向功能。

Along with prevalence of teamwork design, task autonomy has getting more and more attention. Consequently, the research on team in the West is gradually focusing on the self-managing team without team leader or on the team leader who emphasizes motivation orientation. However, in the most areas or countries with high power distance, the leader still plays the critical role in a team, even with team members’ task autonomy being valued. On the other hand, when exploring the effect of task autonomy or leadership behavior on job effectiveness, most of the existent studies involved only the impact of single level but seldomly took the influence coming from two levels simultaneously. Therefore, by utilizing the theory of Socio-technical Systems and Self-Determination Theory, this study examines the autonomy in team from both team level and member level to explore the leadership behavior, team and member autonomy, and their effects on member’s effectiveness. Taking the general work teams with team leader as subject, the questionnaire was administered to team leader and its team members of each team for data collection and further analyses on the following models: (1) the mediation effect of member autonomy between the relationship of team autonomy and member effectiveness; (2) the moderation effect of team level authoritative leadership on the relationship between team autonomy and member autonomy; (3) the moderation effect of dyadic paternalistic leadership on the relationship between member autonmy and member effectiveness.
According to the analysis results, the main conclusions include: (1) The team autonomy (delegated or authorized from organization) has positive relationship with member effectiveness (job satisfaction, affective team commitment, and task performance) via complete mediation effect of member autonomy. (2) The effect authoritative leadership on member control seems to be offset when team autonomy is high; on the contrary, the authoritative leadership’s control over member will cause harm to member autonomy when team autonomy is low. (3) With high authoritative leadership, there is significantly positive relationship between team autonomy and member autonomy; with low authoritative leadership, the relationship is insignificant. (4) The three-way interaction effect of authoritative leadership, job support, and member autonomy has confirmed influence on both member effectiveness and affective team commitment. Based on the results, the job support from team leader may exert more positive influence in the work team environment.

目 錄
第一章 前言 1
第二章 文獻探討 6
第一節 團隊與自主性 6
第二節 團隊中自主性之相關理論 14
第三節 團隊中的自主性與成員效能 20
第四節 家長式領導的調節作用 24
第三章 研究方法 39
第一節 研究樣本 39
第二節 測量工具 43
第三節 資料收集 53
第四節 分析方法 54
第五節 測量模式之區辨比較 55
第四章 結果分析 57
第一節 研究變項間的相關性 57
第二節 團隊自主性、成員自主性及成員效能之跨層次中介模式 64
第三節 團隊自主性、團隊層次家長式領導及成員自主性之調節模式 67
第四節 成員自主性、對偶家長式領導對成員效能之調節模式 70
第五章 討論與建議 75
第一節 研究結論 75
第二節 研究討論 76
第三節 研究貢獻 81
第四節 研究限制與未來研究方向 85
參考文獻 89
附錄一 主管問卷 105
附錄二 部屬問卷 111

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