由於現今企業所面臨的經營環境具有快速變動與複雜性等特色，因此藉著團隊成員具有各種不同專長之團隊特色，正可以解決快速變動與複雜性兩大難題。教練理論認為教練可以幫助個人成長，使個人之知識與工作技能提升。以往研究通常侷限於個人教練，而由於團隊工作方式與個人工作方式不同，因此本研究根據Hackman & Wageman所提出的團隊教練理論，以台灣高科技產業167個研發團隊為研究對象，採用SEM及層級式迴歸以比較模型方式進行團隊教練理論之驗證及團隊省思對團隊教練與團隊運作過程關係之干擾效果。本研究發現1.團隊教練會正向影響團隊運作過程進而正向影響團隊效能；2.團隊運作過程會中介團隊教練與團隊效能之關係；3.團隊省思對團隊教練與團隊運作過程有正向干擾效果，即團隊省思與團隊教練具有交互效果，高團隊省思比低團隊省思團隊，其團隊教練對團隊運作過程之影響較高。團隊教練有助於團隊效能提升，而且團隊成員整體的省思行為，有助於提升團隊教練對團隊效能之正向影響，符合研發團隊可以訓練每一個團隊成員成為領導者，讓團隊可以自己領導自己，以提升研發團隊績效。本研究藉由初步團隊教練理論模型之驗證，結論及建議可作為後續對於團隊教練理論之研究及領導研發團隊實務應用之參考。

Previous research showed teamwork with diversity experts’ members can deal with changing rapidly and complicated external environment in which organizations face. Coach can help individual to build knowledge and skill for career development. Previous research foused on individual coach. Teamwork is quite different from individual work, so individual coach should be revised for teamwork application. This study targets at 167 R&D teams from high-tech industry in Taiwan using SEM and regression to test “Team Coaching Theory” posited by Hackman & Wageman and the moderating effect of Team Reflexivity. The results show: 1. Team coaching positively influences team performance processes and then ehance team effectiveness. 2. Team reflexivity will positively moderate the relationship between team coaching and team performance processes, which means the relationship between team coaching and team performance processes will be higher in teams when team reflexivity is higher than lower. 3. Team performance processes will mediate team coaching and team effectiveness. Team coaching fosters team performance processes and then team effectiveness. Reflexivity of whole team members’ also enhance the effect of team coaching on team performance processes. The results are consistent with shared leadership. Training team members manage themselves to foster R&D team effectiveness. The results of this study will discuss the implications for academy and practice application.

目錄
論文審定書 i
誌謝 ii
中文摘要 iii
Abstract iv
目錄 v
圖次 vii
表次 viii
第一章 緒論 1
第一節 研究動機 1
第二節 研究目的 4
第二章 文獻探討 5
第一節 團隊運作(Teamwork) 5
第二節 團隊教練(Team Coaching) 7
第三節 團隊教練、團隊運作過程與團隊效能之關係 16
第四節 團隊省思(Team Reflexivity) 與團隊教練 25
第三章 研究方法 28
第一節 研究架構 28
第二節 研究樣本 29
第三節 變數操作性定義與測量 31
第四節 統計方法 33
第四章 研究結果與討論 38
第一節 評估資料加總的正當性 38
第二節 因素分析與測量模型 39
第三節 相關分析 44
第四節 結構模型 45
第五節 團隊省思干擾效果 49
第五章 結論與建議 51
第一節 結論 51
第二節 研究意涵 54
第三節 研究限制 55
第四節 建議 57
參考文獻 60
一、中文部分 60
二、英文部分 60
附錄：問卷 73

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