西方領導研究近來有股新趨勢，即強調領導者價值觀、願景等因素對跟隨者的影響；然而國內眾多的領導研究?堙A卻未有特別強調領導者願景或價值觀影響領導效能的相關論文！
本研究之論點乃在「以個人的一般價值觀，來衡量經營公司時之經營價值觀是不適切的」，於是從部屬知覺的角度，以探討最高階管理者經營價值觀對其領導效能的影響性為研究目的。
參與本研究之機構總共有47家，受訪的領導人共43位，最高階管理者經營價值觀問卷共45份；對最高階管理者經營價值觀之知覺的部屬問卷，則得到可用樣本252份。為了檢定由「部屬知覺」所得之「經營價值觀」概念是否適用於最高階管理者身上，本研究根據從部屬資料所獲得的因素構面，著手求出最高階管理者在「經營價值觀」量表上之理念性價值觀與實際性價值觀的得分，再以內容分析法評估出其在責任感上的強度之後，由兩者計算出最高階管理者在理念性價值觀與實際性價值觀上的得分與責任感強度間的相關性。此乃以責任感的強度為效標，用來檢定「經營價值觀量表」的效標關聯效度。
研究結果除了對「最高階管理者經營價值觀」作了操作型定義，並因此結論出13項具代表性的指標，更進一步運用內容分析法，檢定「最高階管理者經營價值觀」量表的建構效度。此外，尚得到兩點主要結論如下：
首先，在經營價值觀上，部屬知覺到經營價值觀的強度，不論是最高階管理者的實際性、或者是理念性價值觀，都會正向影響其對最高階管理者領導效能的評價；然若仔細比較兩種價值觀的影響程度時，又會發現理念性價值觀的影響力，要比實際性價值觀來得大。
其次，部屬所知覺到之最高階管理者的經營價值觀傾向，與最高階管理者自我知覺之結果是相同者，比起不同者，會給予較高的領導效能評價。此意謂著最高階管理者和部屬溝通其經營價值觀的重要性。

Recently, there is a trend in western leadership’s studies emphasizing the influences of a leader’s values and visions on subordinates. However, there is no one among various leadership researches in Taiwan especially emphasizing the influences of the leader’s vision or value on leadership effectiveness.
Based on the viewpoint that measuring the CEO’s management values by his personal values is inappropriate, the purpose of this study is to investigate the influence of CEO’s management values on leadership effectiveness from the perceptiveness of subordinates’ perceptions.
Totally, 47 institutions participated in this research, which consisted of 43 CEO interviews, 45 management value questionnaires from CEOs, and 252 subordinate questionnaires about their perceptions of the CEO’S management value and his leadership effectiveness.
In addiction to having found out the operational definition and 13 representative index of the “CEO management value”, this study further examined the construct validity of the “CEO management value” scale. Besides, two other conclusive findings found are as following:
First, the degree that subordinates’ perceptions of the CEO’S management value, regardless of ideological or pragmatic, would positively influence subordinates’ evaluation about the CEO’S leadership effectiveness. However, having compared the two dimensions of the CEO’S management value, we found out that the ideological value was more influential than pragmatic value.
Secondly, when compared with those of different perceptual outcome, subordinates, whose perceptions of the CEO’S management value are the same as his/her CEO’s self-perception, would give higher evaluation about his/her CEO’S leadership effectiveness. This result emphasizes the importance that the CEO needs to communicate his management values to his subordinates.

目錄
第一章 緒論1
第一節 研究背景1
第二節 研究動機與目的3

第二章 文獻探討6
第一節 價值導向式領導理論與GLOBE之概要6
第二節 最高階管理者經營價值觀的涵義17
第三節 內容分析法在領導研究上的應用25
第四節 部屬知覺之最高階管理者經營價值觀傾向對領導效能評價的影響36

第三章 研究方法39
第一節 研究樣本與來源39
第二節 研究程序42

第四章 經營價值觀之適用性分析45
第一節 適用性之研究設計45
第二節 最高階管理者經營價值觀之訪談內容分析49
第三節 最高階管理者經營價值觀量表之因素結構分析58
第四節 最高階管理者經營價值觀量表之建構效度分析60

第五章 部屬知覺到之最高階管理者經營價值觀傾向對領導效能之影響67
第一節 驗證研究假設之研究設計67
第二節 研究假設之檢定71
第三節 研究假設驗證結果之討論76

第六章 結論與建議77
第一節 研究之結論77
第二節 研究限制與建議80

參考文獻83






表目錄
表2- 1 各學者對工作價值觀之定義表 18
表2- 2 內容分析法之定義 26
表2- 3 使用內容分析方法的領導研究一覽表 28

表3- 1 訪談樣本之行業別統計 40
表3- 2 各家機構樣本之回收與篩選情形 41

表4- 1 最高階管理者經營價值觀量表因素結構摘要表：主軸因素法--斜交轉軸 59
表4- 2 最高階管理者樣本之描述性分析表 61
表4- 3 最高階管理者之任職年數描述性分析表 61
表4- 4 評分者間信度 62
表4- 5 評分者間相互同意度 62
表4- 6 每位最高階管理者在每個責任感類別上的得分 63
表4- 7 每位最高階管理者在經營價值觀構面與責任感上之得分 64
表4- 8 最高階管理者經營價值觀構面與責任感之相關性 64

表5- 1 部屬基本資料之類別變數描述分析表 71
表5- 2 部屬基本資料之連續變數描述分析表 72
表5- 3 性別在研究變項上的差異性分析表 72
表5- 4 創業別在研究變項上的差異性分析表 72
表5- 5 產業別在研究變項上的差異性分析表 73
表5- 6 各變數相關分析表 73
表5- 7 實際性與理念性價值觀影響CEMS程度之迴歸分析摘要表 74
表5- 8 部屬與最高階管理者在經營價值觀各構面之知覺結果於CEMS上的差異性分析 75


圖目錄
圖2- 1 價值導向式領導的歷程 8
圖2- 2 GLOBE全案之研究架構 16
圖2- 3 內容分析流程圖 35
圖3- 1 研究流程圖 44
圖5- 1 研究架構圖 67

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