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博碩士論文 etd-0207112-150924 詳細資訊
Title page for etd-0207112-150924
論文名稱
Title
從海峽兩岸文化差異看主管領導風格對員工領導滿意、工作滿意的影響
The Impact of Leadership Style and Leadership Satisfaction, Job Satisfaction in View of Chinese Cross-Strait Cultural Difference
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
86
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2012-01-13
繳交日期
Date of Submission
2012-02-07
關鍵字
Keywords
工作滿意、領導滿意、文化差異、領導風格
Leadership style, Cultural difference, Leadership satisfaction, Job satisfaction
統計
Statistics
本論文已被瀏覽 5662 次,被下載 1067
The thesis/dissertation has been browsed 5662 times, has been downloaded 1067 times.
中文摘要
隨著全球經貿自由化的發展,企業受到國與國之間的政治、地理因素的限制愈來愈小,儼然形成無疆界的企業運作,具跨文化經驗的優秀領導者必能帶領團隊創造更好的績效;中國大陸自1979 年實施改革開放政策起,外資企業陸續進駐,海歸派也為中國大陸引領先進的管理和技術,也帶來市場和觀念,這些大陸籍的菁英分子除了在中國大陸嶄露頭角外,除在國際舞台上發光發熱並將觸角伸向台灣;以往都是台灣籍中高階經理人管理大陸籍部屬,如今角色對調成為大陸人的部屬,這將對台灣籍管理層級造成一股很大的衝擊。中國籍中高階經理人藉由突破文化差異展現尊重的領導風格,以提升員工對領導及工作的滿意程度,進而與團隊齊力達成組織目標。

將訪談資料加以登錄分析與探討之後,本研究的五項命題摘要如下:
命 題 一:任職於跨國企業的中國籍中高階經理人建議以參與式、授權式領導風格展現;中高階經理人的領導風格展現將視企業文化的不同而有所差異
命 題 二:中國籍中高階經理人的領導風格若能突破文化差異的干擾,將有助於提升台灣籍部屬對其領導滿意
命 題 三:任職於跨國企業的台灣籍部屬,其工作滿意主要來自於工作本身挑戰及薪資報酬二構面
命 題 四:台灣籍部屬因為對企業文化具認同感,因此其工作滿意程度不因中高階經理人變換而有所改變
命 題 五:中國籍中高階經理人參與式、授權式的領導風格,將使台灣籍部屬具高度的領導滿意,且樂意投入更多的工作熱誠
Abstract
With the global liberalization of economic and trading development, the limitation of political and geographical enterprises across countries id getting less. A leader with cross-culture experience will lead his/her team member to achieve better performance. The Mainland carries out the policies of reforming and opening to the outside since 1970. Returned overseas Chinese also brings new management, technology, market, and concept knowledge for Mainland China from western countries. These returned overseas Chinese not only to be high level manager in China’s company but also in Taiwan’s, and this change becomes a huge impact to Taiwanese due to “ Taiwanese always lead Chinese” in the past. Chinese high level managers should perform their leadership style with respect behavior break through cultural difference, to increase the degree of staffs’ satisfaction in leadership and job. Thus, these managers may hit the company’s goal with his/her team.

The author found the five propositions as below after interviewing and analyzing interview data
1: To suggest Chinese high level managers performing their leadership style in participating and delegating when they work for international company; the leadership style will changed and effect by enterprise culture.
2: Chinese high level managers will gain more leadership satisfaction from their Taiwan subordinates when they overcome the interference of cultural difference.
3: Taiwan subordinates’, who work for international company, main job satisfaction comes from the challenge of job and payroll two concepts.
4: Taiwan subordinates’ job satisfaction will not affect by the frequency high level manager changed due to they recognize the company’s cultural.
5: Taiwan subordinates will present happier behavior and with more passion in their job when Chinese high level manager present their leadership style in participating and delegating.
目次 Table of Contents
致謝.......................................................................................ii
中文摘要...............................................................................iii
英文摘要...............................................................................iv
目  錄...............................................................................v
表目錄..................................................................................vii
圖目錄..................................................................................viii
第一章 緒論.........................................................................1
第一節 研究背景...............................................................1
第二節 研究動機...............................................................2
第三節 研究目的...............................................................4
第四節 研究流程...............................................................5
第二章 文獻探討...............................................................6
第一節 領導風格...............................................................6
第二節 文化差異...............................................................20
第三節 工作滿意...............................................................28
第四節 領導滿意...............................................................33
第三章 研究方法...............................................................35
第一節 個案研究法...........................................................35
第二節 概念性架構...........................................................36
第三節 研究設計與資料收及方式...................................37
第四章 個案綜合分析與命題發展...................................41
第一節 跨文化、企業文化與領導風格...........................41
第二節 文化差異...............................................................48
第三節 領導風格、企業文化與工作滿意.......................53
第四節 領導風格與領導滿意...........................................57
第五章 研究結論與建議...................................................62
第一節 研究結論...............................................................62
第二節 研究架構的修正...................................................66
第三節 研究限制...............................................................67
第四節 建議及後續研究建議...........................................68
參考文獻...............................................................................69
逐字稿登錄表.......................................................................75

表 2-1 領導人之領導形式與所需能力比較表...................7
表 2-2 企業主管的地位層級與職稱...................................8
表 2-3 領導的定義彙整表...................................................8
表 2-4 魅力型領導者的主要特徵.....................................16
表 2-5 文化的定義.............................................................20
表 2-6 企業文化的定義.....................................................26
表 2-7 工作滿意之相關定義.............................................29
表 2-8 工作滿意之相關定義.............................................33
表 3-1 個案團隊資料表.....................................................38
表 3-2 受訪者資料表.........................................................39
表 4-1 受訪團隊企業溝通會議一覽表.............................42
表 4-2 受訪團隊內領導風格整理表.................................43
表 4-3 受訪團隊工作滿意及主要來源整理表.................56
表 4-4 領導風格滿意與否整理表.....................................61
表 5-1 研究命題彙整表.....................................................62

圖 1-1 研究流程圖..............................................................5
圖 2-1 不同管理階層所需管理技能圖..............................7
圖 2-2 俄亥俄州立大學領導行為座標............................13
圖 2-3 Blake & Mouton管理方格的領導型態圖...........14
圖 2-4 途徑 – 目標理論架構........................................15
圖 2-5 Maslow需求層次理論..........................................31
圖 3-1 概念性架構............................................................36
圖 3-2 訪談資料分析流程圖............................................40
圖 5-1 觀念性研究架構的修正........................................66
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三、網路文獻
胡釗維,藏獒鬥志,商業周刊(2006年5月1日),取自:http://www.businessweekly.com.tw/webfineprint.php?id=22443
張紅斌,海歸派,人民網(2002年9月18日),取自:http://www.people.com.cn/BIG5/shizheng/252/8956/8964/20020918/825228.html
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