隨著世界經濟全球化的競爭，國際化已成為企業成長過程必經的途徑。而在此過程中，派外人員正扮演著一個重要的角色。有關派外人員的海外適應問題，亦隨著企業國際化的趨勢而逐漸受到重視。跟據派外經驗指出，派外人員在海外適應上常遭遇的問題就是工作壓力及家庭壓力所造成的工作-家庭衝突。面對這種問題，派外人員的主管如何幫忙部屬解決，而有效率的領導派外人員完成派外任務，則已是當前重要的課題。

近15年以來，轉換型領導以其強調企業之願景、員工個人發展、對員工授權賦能和挑戰傳統假說之主張，現在已成為在企業界?堙A領導型態的一個主流。這不僅在理論的發展或實證的調查上，都是組織發展的一大革命。在轉換型領導的領域?堙A大多數的焦點都集中在Bass和Avolio的研究；Bass和Avolio提出，轉換型領導包含四個構面－即”4I’s”：1、魅力領導2、精神上的激勵3、智力的啟發4、個別化的關懷。轉換型領導與傳統的命令和掌控式的領導方式(交易型領導)有很大的不同。交易型領導是在組織中以官僚權威和合法正當性為基礎，希望部屬順從其領導。交易型領導強調工作標準和工作導向目標，以賞罰來影響部屬的績效。而轉換型領導是以崇高的理想和道德的基礎來影響部屬，領導者訂定一個明確的願景，而部屬也願意接受這個可信的願景。實務上的作法，一位轉換型領導者必須：1、建立一個良好的個人典範，迅速、果斷的處理組織的變革2、透過與員工間之溝通，發展一項願景和計劃3、激發每位員工的潛能，使員工足堪迎接變革的挑戰4、創造有生產力的工作環境，提供員工持續性的技能發展，鼓勵員工快速學習以適應新環境。

組織行為的另一重要課題為組織承諾，組織承諾已被視為過去30年以來，有關管理和組織行為研究的一個重要變數。最重要的原因之一，就是組織承諾與離職傾向有高度的相關－對員工的行為有重要的影響。也就是說組織承諾和離職傾向是維持一個生產性勞動力的一個重要的員工態度。

另外，很多研究也指出工作滿足、組織承諾與組織公民行為有顯著的相關。今天，競爭的企業環境要求員工是一個優良的公民個體，自願竭盡全力去幫助同事和他們的員工，而組織公民行為正是這種無私心去幫助、關懷別人福利之行為。一項最近的研究發現，員工致力於組織公民行為，對於提高他們企業之生產力是相當重要的。好的組織公民行為包括：1、利他的行為2、有禮貌的行為3、有公民的美德。

本研究以轉換型領導為自變項，組織承諾為中介變項，組織公民行為為依變項，主要目的係探討派外人員對於轉換型領導、組織承諾及組織公民行為間之關係及差異。樣本之抽取乃藉由在台較具規模之國際企業子公司為實證研究之對象，以驗證研究之假設。在問卷收齊後，並對資料進行統計分析，分析之方法包括：因素分析、描述性統計、變異數分析、Pearson相關分析等。

研究結果發現：
1、 個人變項的不同，在轉換型領導、組織承諾及組織公民行為上有顯著的差異存在。
2、 轉換型領導與組織承諾呈現正相關。
3、 轉換型領導與組織公民行為呈現正相關。
4、 組織承諾與組織公民行為呈現正相關。
5、 轉換型領導、組織承諾與組織公民行為三者之間有正相關存在，而組織承諾是增加轉換型領導與組織公民行為之正相關的重要因素。

根據上述之研究結果，本研究提出幾項建議於企業界及後續研究者：
一、對企業界
加強領導者之轉換型領導技巧，以提高員工對組織之承諾及展現組織公民行為。
二、對後續研究者
1、 探討道德倫理與轉換型領導間關係之研究。
2、 探討跨文化之差異對轉換型領導、組織承諾及組織公民行為之影響。

關鍵字：派外人員、轉換型領導、組織承諾、組織公民行為。

With the intensified competition in the world’s economy, the globalization of business has become the only way to ensure its growth. At the same time, expatriates actually play a very important role. Moreover, as global operations increase, so does the emphasis on adaptability outside the home country for expatriates. Experience has indicated that the problem of adaptability for expatriates is Work-Family Conflict. The fact reveals the important of research on expatriate’s leadership and effectiveness.

Over the last decade and a half, transformational leadership with its emphasis on vision, development of the individual empowerment and challenging traditional assumptions has become a popular model of leadership in business organizations. It means that transformational leadership in organizational settings has undergone a significant evolution in terms of both theory development and empirical investigations. In the area of transformational leadership, much attention has been given to Bass and Avolio’s research. Bass and Avolio proposed that transformational leadership comprises four dimensions – the “Four I’s” ：1.Charismatic Leadership 2.Inspirational Motivation 3.Intellectural Stimulation 4.Individualized Consideration. Transformational leadership is different from the traditional command-and-control approach (transactional leadership). Transactional leadership is based on bureaucratic authority and legitimacy within the organization. Transactional leaders emphasize work standards and task-oriented goals. In addition, Transactional leaders tend to focus on task completion and employee compliance, and these leaders rely quite heavily on organizational rewards and punishments to influence employee performance. On the other hand, transformational leaders motivate followers by appealing to higher ideals and moral values. Transformational leaders must be able to define and articulate a vision for their organizations, and the followers must accept the credibility of the leader. In the managerial practices, a transformational leader must: 1.Setting a good personal example, move quick and decisively. 2.Develop and communicate a vision and a plan. 3.Releasing the potential of everyone involved in the change to help them to rise to the challenge. 4.Create productive working conditions, provide employees continuous skill development and encourage them rapid learning and adaptation.


Another important article of organizational behavior is organizational commitment. Organizational commitment has been seen as one of the most important variables in the study of management and organizational behavior in the last three decades. One of the key reasons is that organizational commitment is highly correlated with turnover intentions, which have an important effect on employees’ behaviors. Therefore, both organizational commitment and turnover intentions are important employee attitudes in maintaining a productive workforce.

In addition, many researches have indicated that job satisfaction and organizational commitment are all significant correlates of organizational citizenship behavior. Today’s competitive business environment demands employees who are good citizens- individuals willing to extend themselves to help coworkers and their employers. Organizational citizenship behavior is expressed in actions that show an unselfish concern for the welfare of others. A recent study found that the extent to which employees engage in “good organizational citizenship behavior” is just as important as their productivity in advancing their careers. Good behavior includes: 1.altruism 2.courtesy 3.civic virtue.

In this study, we use transformational leadership as independent variables, organizational commitment as intermediate variables and organizational citizenship behavior as dependent variables. The purpose of this research is mainly to find out the relationship and difference among transformational leadership, organizational commitment and organizational citizenship behavior. Using a sample of multinational companies who have subsidiaries operating in Taiwan, we test a set of hypotheses among the variables. Then, the effective questionnaires have been analyzed by factor analysis, descriptive statistics, analysis of variance, and Pearson correlation.

The results of this research indicated that:
1. Individual variables do have significant difference on transformational leadership, organizational commitment and organizational citizenship behavior.
2. Transformational leadership has positive relation with organizational commitment.
3. Transformational leadership has positive relation with organizational citizenship behavior.
4. Organizational commitment has positive relation with organizational citizenship behavior.
5. Transformational leadership and organizational commitment have positive relation with organizational citizenship behavior. The organizational commitment is the important key to enhance the positive relation between transformational leadership and organizational citizenship behavior.
According to the results, some suggestions are made for both industries and further researchers in this field.

1. To the industries:
Leaders must emphasize the transformational leadership’s skill, in order to increase employees’ organizational commitment and present organizational citizenship behavior.
2. To the further researchers:
（1）To research the relationship between ethics and transformational leadership.
（2）To research the relationship and difference of cross-culture among transformational leadership, organizational commitment and organizational citizenship behavior.

Key word: Expatriate, Transformational Leadership, Organizational Commitment, Organizational Citizenship Behavior.

頁次

第一章 緒論
第一節 研究背景與動機 1
第二節 研究目的 7

第二章 文獻探討
第一節 派外人員之海外派遣 8
第二節 轉換型領導 13
第三節 組織承諾 27
第四節 組織公民行為 35
第五節 轉換型領導、組織承諾與組織公民行為之關係 41

第三章 研究方法
第一節 研究架構 43
第二節 待答問題陳述 44
第三節 研究變項之定義與測量 45
第四節 抽樣方法與樣本特性描述 48
第五節 本量表之因素分析與信度分析 51
第六節 資料分析方法 58
第七節 研究限制 60

第四章 結果分析與討論
第一節 各研究變項之描述性統計 62
第二節 個人特徵在各研究變項上之差異分析 65
第三節 轉換型領導、組織承諾與組織公民行為
之相關分析 68

第五章 結論與建議
第一節 結論 73
第二節 建議 76

參考文獻 79
附錄：問卷 91


表目錄

頁次
表2-1 領導定義彙整 13
表2-2 轉換型領導定義彙整 19
表2-3 轉換型領導及其前因變項關係之研究 25
表2-4 轉換型領導及其後果變項關係之研究 25
表3-1 研究樣本特性 49
表3-2 轉換型領導量表之因素分析與信度分析 53
表3-3 組織承諾量表之因素分析與信度分析 55
表3-4 組織公民行為量表之因素分析與信度分析 56
表4-1 整體樣本之平均數與標準差 64
表4-2 教育程度在轉換型領導之差異分析表 65
表4-3 教育程度在組織承諾之差異分析表 66
表4-4 教育程度在組織公民行為之差異分析表 67
表4-5 轉換型領導、組織承諾、組織公民行為
之整體相關分析表 68
表4-6 轉換型領導與組織承諾之相關分析表 69
表4-7 轉換型領導與組織公民行為之相關分析表 70
表4-8 組織承諾與組織公民行為之相關分析表 71
表4-9 控制組織承諾前之相關分析表 72
表4-10 控制組織承諾後之相關分析表 72




圖目錄
頁次
圖2-1 領導理論的演進 18
圖3-1 研究架構圖 43

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