摘要

企業組織近年來從新思考如何整合組織內成員的力量，紛紛採用團隊的工作設計方式，來促進人員彼此間的良好溝通與互動，進而讓組織內合作的達成。McGrath的系統理論架構探討團隊績效的意涵，其中團隊歷程扮演著重要的中介角色，表示著要提昇團隊績效，先要促進團隊成員間良好的合作與互動，才能達成共同目標。故領導人以何種領導行為，能有效發展良好的團隊歷程，促進團隊成員的合作與開放的溝通，已成為團隊領導人的重要課題。此外，依照每個團隊的目標與任務，可有不同的團隊類型，例如研發團隊、管理團隊，團隊的型態不同，則代表所執行的任務活動性質應有所差異。依照任務的行為或慨念之不同（McGrath, 1984），可將各種團隊加以區分、研究，意即可探究團隊任務特性的不同是否對團隊歷程有所影響。所以本研究探討交易領導、轉型領導、家長式領導與團隊型態對團隊歷程的影響。

本研究以電子、電信、鋼鐵、機械及食品等製造業、銷售服務業、醫療產業、及政府機構共71個團隊，取得團隊成員274份有效問卷分析結果如下：
1. 交易領導對團隊歷程具顯著預測效果，其中論功行賞對團隊成員合作及上行溝通品質具顯著正向預測效果；賞罰不分對團隊成員合作不具顯著預測效果，但是對上行溝通品質具顯著負向預測效果。

2. 轉型領導對團隊歷程具顯著預測效果，其中人際取向對團隊成員合作及上行溝通品質具顯著正向預測效果；工作取向對團隊成員合作與上行溝通品質均不具顯著預測效果。

3. 家長式領導對團隊歷程具顯著預測效果，其中威權領導對團隊成員合作及上行溝通品質具顯著負向預測效果；仁慈領導對團隊成員合作與上行溝通品質具顯著正向預測效果。

4. 同時考量三種領導對團隊歷程具顯著預測效果，其中人際取向領導行為獨特解釋力最強，對團隊成員合作與上行溝通品質具顯著正向預測效果。其次是威權領導對上行溝通品質具顯著負向預測效果。

5. 團隊型態對仁慈領導與上行溝通品質關係具顯著干擾效果。其中在任務慨念化程度極低（推廣團隊）的狀況時，仁慈領導行為愈高則上行溝通品質愈低，在其他狀況時，仁慈領導行為愈高則上行溝通品質愈高。

Abstract

Enterprises thought about how to conform employee’s power then they make a team to enhance communication and cooperation. The input-process-
output model of Mcgrath point out that team processes is inter-medium. It is mean that we want good team effectiveness needs to promote team processes first. Communication and cooperation are very important. What kinds of leadership have effective influence in team processes? Different task type has different conceptual task could moderate the relation of team leadership and team processes. So that we like to study about the influence in Transactional leadership, Transformational leadership, Paternalistic leadership and team processes.

The study is according to 274 effective cases from 71 teams belong to companies in electronic, communicational, mental, mechanical, food, sales, medical and government. The results are present in below.

1. Transactional leadership has significantly effective prediction to team processes. Contingent reward leadership has significant effective prediction to cooperation and communication. Desertless leadership has no significantly effective prediction to cooperation, but has significantly negative effective prediction to communication.

2. Transformational leadership has significantly effective prediction to team processes. Relationship oriented leadership has significantly effective prediction to both team processes. Task oriented leadership has no significantly effective prediction to both team processes.

3. Paternalistic leadership has significantly effective prediction to team processes. Authoritarianism leadership has significantly negative effective prediction to both team processes. Benevolence leadership has significantly negative effective prediction to both team processes.

4. Three leaderships has significantly effective prediction to team processes. Relationship oriented leadership has the best significantly effective prediction to both team processes. Authoritarianism leadership has significantly negative effective prediction to communication.

5. Task type has significantly moderating influence to benevolence leadership and communication. In the lowest conceptual task （promotion team）situation benevolence leadership has negative relation to communication. In the others task types benevolence leadership has positive relation to communication.

目錄
第一章 緒論--------------------------------------------- 1

第二章 文獻探討----------------------------------------- 4

第一節 團隊與團隊歷程-------------------------------- 4
第二節 領導行為-------------------------------------- 6
第三節 交易領導與團隊歷程----------------------------10
第四節 轉型領導與團隊歷程----------------------------12
第五節 家長式領導與團隊歷程--------------------------16
第六節 交易領導、轉型領導、家長式領導與團隊歷程------20
第七節 團隊型態、團隊領導與團隊歷程------------------22

第三章 研究方法-----------------------------------------28

第一節 研究樣本與程序--------------------------------28
第二節 研究工具--------------------------------------31
第三節 資料分析--------------------------------------37

第四章 結果分析-----------------------------------------40

第一節 相關分析--------------------------------------40
第二節 團隊領導對團隊歷程之預測效果------------------44
第三節 三種團隊領導對團隊歷程之相對預測效果----------47
第四節 團隊型態對團隊領導與團隊歷程之影響------------49

第五章 討論與建議---------------------------------------53

第一節 研究結果--------------------------------------53
第二節 討論------------------------------------------57
第三節 研究限制--------------------------------------62
第四節 管理意涵--------------------------------------62
第五節 未來研究方向----------------------------------63

參考文獻-------------------------------------------------65

附錄 團隊成員問卷---------------------------------------73
表次

表2-1 家長式領導行為與部屬反應--------------------------18
表3-1 團隊型態統計表------------------------------------29
表3-2 團隊成員樣本組成統計表----------------------------30
表3-3 交易領導因素分析結果------------------------------32
表3-4 轉型領導因素分析結果------------------------------33
表3-5 家長式領導因素分析結果----------------------------34
表3-6 團隊歷程因素分析結果------------------------------36
表4-1 各變項之關係分析----------------------------------41
表4-2 團隊領導對團隊歷程之區段迴歸分析------------------45
表4-3 三種領導及團隊歷程之區段迴歸分析區段迴歸分析------48
表4-4 團隊型態對三種領導與團隊歷程之區段迴歸分析--------49
表4-5 團隊型態與高低仁慈領導之上行溝通品質數值表--------51
表5-1 本研究結果摘要------------------------------------54

圖次
圖2-1 本研究架構----------------------------------------27
圖4-1 團隊型態與仁慈領導交互作用對上行溝通品質之影響----52

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