論文摘要

論文題目：轉換型領導、組織公正與工作不安全感、離職傾向、組織承諾之研究--以C銀行為例
院校系所：國立中山大學人力資源管理研究所
畢業時間及提要別：九十五學年度第二學期碩士論文摘要
研究生：陳慶仲（Ching-Chung Chen） 指導教授：黃良志（Liang-Chih Huang）
林鉦棽（Cheng-Chen Lin）
論文題要內容
我國政府於2000 年及 2001 年分別通過 「金融機構合併法」與「金融控股公司法」 鼓勵金融同業合併以發揮規模經濟的效益，以達成資本運用效率（capital efficiency）、成本節省（cost saving）以及交叉銷售（cross selling），即所謂 3C 的目的。今日的銀行在外在環境急速的變遷下，公營銀行民營化是趨勢亦是提升競爭力之方法，金融改革【第一次金融改革、金融合併、公營銀行民營化、第二次金融改革、金融控股化】組織購併、企業變革是企業為適應環境的快速需求與提升競爭力所採取求生存、發展的主要策略。當環境改變，組織所提供的需求不在重要或是被別的需求取代時，組織就會被併購或必須轉型。
為增加銀行業之競爭力，本研究之目的在於探討銀行產業中轉換型領導、組織公正、工作不安全感、離職傾向、情感性承諾與自我效能之關係。
因此，本研究以C銀行高雄市、高雄縣、屏東縣市及台東地區現職員工為研究對象，採用層級問卷法，有效回收問卷447份，經由單因子變異數差異、獨立樣本t檢定、Pearson積差相關、複迴歸分析等統計分析後，實證調查結果，獲致如下重要發現：
一 、工作不安全感會因員工年齡、公司服務年資、銀行界年資與主管共事時間不同有顯著差異，但轉換型領導與組織公正不會因人口統計變項的不同而有顯著差異性存在。
二、離職傾向與情感性承諾會因年齡、教育程度、公司服務年資、銀行界年資與主管共事時間不同有顯著差異。
三、員工在轉換型領導、組織公正對工作不安全感無顯著性影響，對離職傾向呈現顯著性負相關，對情感性承諾呈現顯著性正相關。
四、自我效能分別對轉換型領導及組織公正對工作不安全感、離職傾向與情感性承諾之影響上不具干擾效果。
關鍵詞：轉換型領導、組織公正、工作不安全感、離職傾向、情感性承諾、自我效能

Abstract
Title: Study of Transformational Leadership, Organizational Justice, Job Insecurity, Turnover Tendency, Organizational Commitment, and Self-Efficacy: Taking C Bank as An Example
University: National Sun Yat-sen University, Institute of Human Resource Management
Date: 2nd Semester of Year 2006
Graduate student: Ching-Chung Chen Advisors: Drs. Liang-Chih Huang & Cheng-Chen Lin

In Year 2000 and 2001, the respective passage of the Financial Institutions Merger Act and Financial Holding Company Act encouraged the merger of financial institutions to reach the effect of scale economy with a view to developing capital efficiency, cost saving, and cross selling, the 0so-called 3C. Along with the rapid change of the external environment, the privatization of state-owned banks is both a trend and the way to increase competition. When the environmental changes, the organizations will be merged or have to transform if the service provided are not competitive anymore or substituted by other service.
In order to increase the competition of banking industry, the purpose of the study is to explore the relationships among transformational leadership, organizational justice, job insecurity, turnover tendency, affective commitment, and self-efficacy in the banking industry.
Accordingly the subjects of this study were the current employees of C bank in Kaohsiung city, Kaohsiung county, Pingtung area, and Taitung area. Data was collected through the survey with a 447 valid questionnaires. Through the statistical analysis including t-test, one-way ANOVA, Pearson correlation, and multiple regression, the findings were as follows.
1. Job insecurity which employees felt significantly differed from their ages, working years for current company, working years for banking and years of colleague with director. However, it showed that demographic statistics variables didn’t make any difference for transformational leadership and organizational justice.
2. With diverse ages, working years for current company, working years for banking and years of colleague with director, employees would show great difference in turnover tendency and affective commitment.
3. Transformational leadership and organizational justice had no significant effect on job insecurity, but there were strong negative correlation with turnover tendency and significant positive correlation with affective commitment.
4. Self-efficacy did not have a significantly moderating effect on referring transformational leadership and organizational justice to job insecurity, turnover tendency, and affective commitment.
Key Words: transformational leadership, organizational justice, job insecurity, turnover tendency, ffective commitment, self-efficacy

目 錄
第一章 緒 ............................................................................................................................................1
第一節 研究背景...............................................................................................................................1
第二節 研究動機...............................................................................................................................5
第三節 研究目的...............................................................................................................................9
第四節 研究流程.............................................................................................................................10
第二章 文獻探討.....................................................................................................................................12
第一節 轉換型領導.........................................................................................................................12
第二節 組織公正.............................................................................................................................25
第三節 工作不安全 .......................................................................................................................35
第四節 情感性承諾.........................................................................................................................46
第五節 離職傾向.............................................................................................................................59
第六節 自我效能.............................................................................................................................67
第三章 研究方法.....................................................................................................................................71
第一節 研究架構與假設.................................................................................................................71
第二節 研究變項之操作性定義與衡量工具.................................................................................73
第三節 研究對象與施測程序…………….....................................................................................80
第四節 資料分析方法.....................................................................................................................83
第五節 研究限制.............................................................................................................................84
第四章 分析結果與討論.........................................................................................................................85
第一節 各研究變項之相關分析.....................................................................................................85
第二節 個人屬性在各研究變項上之差異分析.............................................................................88
第三節 相關研究變項之迴歸分析.................................................................................................99
第四節 假設驗證結果...................................................................................................................107
第五章 結論與建議...............................................................................................................................109
第一節 研究結論...........................................................................................................................109
第二節 研究結果之意涵與建議...................................................................................................110
參考文獻.................................................................................................................................................114
附錄........................................................................................................................................................122
表目錄

表 1-1 我國金融機構家數統計表............................................................................................3
表 1-2 國內金融控股公司一覽表............................................................................................4
表 2-1 轉換型領導定義彙整..................................................................................................14
表 2-2 轉換型領導及其前因變項關係之研究......................................................................23
表 2-3 組織公平兩構面分類架構..........................................................................................27
表 2-4 工作不安全感之定義彙整..........................................................................................36
表 2-5 工作不安全感定義及構面..........................................................................................38
表 2-6 工作異動的構面..........................................................................................................43
表 2-7 組織承諾的定義..........................................................................................................48
表 2-8 組織承諾的分類..........................................................................................................50
表 2-9 離職傾向之相關研究..................................................................................................64
表 2-10 自我效能知覺的影響..................................................................................................69
表 3-1 轉換型領導量表信度分析..........................................................................................77
表 3-2 組織公正量表信度分析..............................................................................................78
表 3-3 工作不安全感量表信度分析......................................................................................78
表 3-4 離職傾向量表信度分析..............................................................................................78
表 3-5 組織承諾量表信度分析..............................................................................................79
表 3-6 自我效能量表信度分析..............................................................................................79
表 3-7 樣本資料分析表...........................................................................................................82
表 4-1 研究變項相關分析表..................................................................................................87
表 4-2 個人屬性對轉換型領導之差異分析..........................................................................90
表 4-3 個人屬性對組織公正之差異分析..............................................................................91
表 4-4 個人屬性對工作不安全感之差異分析......................................................................92
表 4-5 個人屬性對離職傾向之差異分析..............................................................................94
表 4-6 個人屬性對組織承諾之差異分析..............................................................................96
表 4-7 個人屬性對自我效能之差異分析..............................................................................98
表4-8 員工對民營後工作不安全感的迴歸分析摘要表.....................................................101
表4-9 員工對民營後離職傾向的迴歸分析摘要表.............................................................103
表4-10 員工對民營後組織承諾的迴歸分析摘要表 ...........................................................106
表 4-11 研究假設驗證結果彙總表........................................................................................107




























圖目錄

圖1-1 研究流程.......................................................................................................................11
圖2-1 組織承諾前因及後果模式...........................................................................................53
圖2-2 組織承諾的前因及後果...............................................................................................54
圖2-3 組織承諾的發展階段 .................................................................................................54
圖2-4 初期承諾的決定因素 .................................................................................................55
圖2-5 預期承諾的決定因素...................................................................................................56
圖2-6 鞏固期承諾的決定因素...............................................................................................56
圖2-7 承諾態度與行為之交互影響.......................................................................................57
圖2-8 組織承諾角色模式.......................................................................................................58
圖2-9 影響組織承諾的流程圖...............................................................................................58
圖2-10 工作滿意離職模式.......................................................................................................61
圖3-1 本研究架構...................................................................................................................71

一、中文部份

丁虹（1987），企業文化與組織承諾之研究，國立政治大學企業研究所博士論文。
丁淑華（2000），民營化變革認知與離職意願關係之研究－以中華電信員工為例，國立中山大學人力資源管理研究所碩士論文。
石樸 (1991)，企業界員工工作滿足、工作投入與離職意願之研究－國立政治大學社會學研究所碩士論文。
尹衍樑（1988），組織變革策略對組織承諾之影響研究—以潤泰工業股份有限公司電腦化為例，國立政治大學企業管理研究所博士論文。
方靜月（2003），台灣銀行業市場導向、環境干擾、銀行創新與經營績效關係之研究，國立台北大學企業管理學系博士論文。
全國銀行工會聯合會（2001），全國銀行工會聯合會銀行員工會聯合會訊－第四期。
何金銘（2001），統計法輯要，台南：台灣復文興業股份有限公司。
李雅芳（2003），銀行業之勞資關係氣氛、工作滿意度與組織承諾之關係，國立中山大學企業管理研究所碩士論文。
余杏容（1977），「離職相關因素之探討」，思與言，第十五卷第二期。
杜佩蘭（1999），組織承諾、角色衝突與工作滿足及其相關因素之研究－以高雄市政府主計處外派人員為例，國立中山大學人力資源管理研究所碩士論文。
沈怡伶（2004），購併對員工組織承諾與工作績效影響之研究，國立中山大學人力資源管理研究所碩士論文。
林士奇（2001），轉換型領導、組織承諾與組織公民行為相關之研究－以中華電信南區分公司為例，國立中山大學人力資源管理研究所碩士論文。
林維林（1996），轉換型、交易型領導行為與領導效能關係之研究－以台灣省政府建設廳為個案分析，東海大學公共行政研究所碩士論文。
姜占魁（1993），組織行為與行政管理，台北：曉園。
柯際雲（1995），企業員工個人特性、及其知覺之工作特性與領導型態對組織承諾的影響－國立中興大學企業管理研究所碩士論文。
徐正屏（2002），員工對民營後人力資源管理制度知覺與組織承諾關係之研究－以中華電信南區分公司為例，國立中山大學人力資源管理研究所碩士論文。
張永旺（1995），我國一條鞭主計制度實際運作情形之探討－政府會計人員組織。
曹翠栩（1984），我國企業界技術專業人員離職意願之探討，國立政治大學企業管理研究所碩士論文。
郭順成（2002），政府再造對員工工作滿足、組織承諾、工作投入與離職傾向影響之研究－以精省為例，國立中山大學人力資源管理研究所碩士論文。
陳宏光（2002），員工工作投入、工作滿足與離職傾向相關因素之探討－以面對組織變革台鐵為例，國立中山大學企業管理研究所碩士論文。
陳駿逸、劉佩修、張慧雯、彭禎伶、邵朝賢 (2003)，台灣金控大火拼，台北：商訓文化事業股份有限公司
彭昌盛（1993），轉換型領導理論及其應用之研究，國立政治大學公共行政研究所碩士論文。
黃致凱（2004），組織創新氣候知覺、個人創新行為、自我效能知覺與問題解決型態關係之研究 ─ 以銀行業為研究對象，國立中山大學人力資源管理研究所碩士論文。
黃英忠（1997），人力資源管理，台北：三民書局。
黃英忠（1998），現代管理學，台北：華泰書局。
廖思先（1999），轉換型領導、組織承諾與組織公民行為之關係—以台灣公立美術館為例，國立中山大學人力資源管理研究所碩士論文。
趙必孝（1990），金融自由化與金融機構人員離職因素關係之研究－以高雄市金融機構為對象，國立中山大學企業管理研究所碩士論文。
鄭乃任（1992），國營事業之人事制度與組織承諾關係之研究，國立中山大學企業管理研究所碩士論文。
樊景立（1977），「紡織廠女作員離職行為之研究」，國立政治大學企業管理研究所 碩士論文。
韓詠蘭（1999），企業主管領導型態、組織生命週期、部屬人格特質與領導效能關係之研究，國立成功大學國際企業研究所碩士論文。
二、英文部份
Ackoff, R. L. (1999), Transformational leadership. Strategy & Leadership, 27, 20-25.
Adams, J.S.1963. Toward an understanding of inequity.journal of abnormal and
social psychology,67:422-436.
Adams, J.S.1965. Inequity in social exchange. In Advances in experimental social
psychology, (Eds)L. Berkowtiz,: 267-299. New York: Academic Press.
Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996), Assessing the work environment for creativity, Academy of Management Journal, 39(5), 1154-1184.
Aranya, Nissim, Kushnir, Talma, & Valency, Aharon (1986), Organizational commitment in a male:Dominated profession, Human Relation, 39(5), 433-448.
Ashford, S. J., Lee, C., & Bobko, P. (1989), Contant, causes, and consequences of job insecurity: A theory-based measure and substantive test. Academy of Management journal, 32(4), 803-829.
Bandura, A. (1977), Self-efficacy: Toward a unifying theory of behavioral change, Psychological Review, 84(2), 191-215.
Bandura, A. (1982), Self-efficacy mechanism in human agency, American Psychologist, 37 (2), 122-147.
Bandura, A. (1986), Social foundations of thought and action: A social cognitive theory, Englewood Cliffs, NJ: Prentice-Hall.
Bandura, A. (1988), Self-regulation of motivation and action through goal systems, In V. Hamilton, F. H. Bower , & N. H. Frijda (Eds.), Cognitive Perspectives on Emotion and Motivation (pp. 37-61), Dordrecht, Netherlands: Kuwer Academic Publishers.
Barnard, C. I. (1938), The eunctions of the executive. Cambridge, MA: Havard University Press.
Bass, B. M. (1985), Leadership and performance beyond expectations. New York: Free Press.
Bass, B. M. (1990). From Transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, Winter.
Bass, B.M. (1999), Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10, 181-217.
Beatty, R. W., & Schneier, C. E. (1981), Personnel administration (2nd ed.), MA:Addision – Welsey Co.
Bennis, W, & Nanus, B. (1985), Leaders: The strategies for taking charge. New York: Harper & Row.
Blum, S. H. (1960), Security in vocational choice: A study of male collage upperclassmen. Unpublished doctoral dissertation, Coumbia University.
Borgatta, F. E., Ford, R. N., & Bohrnstedt, G. W. (1968), The work components study (WCS): A revised set measures for work motivation. Multivatiate Behavioral Research, 3(October), 403-414.
Boss, R.W., Allhiser, G. L., & Voorhis, D.J., （1979）, The impact of pays and job security on organizational climate, Journal of Police Science and Administration, Vol. 7, No.3, 361-367.
Burns, J. M. (1978), Leadership. New York: Haper & Row.
Carless, S.A. (1998), Gender difference in trans formational leadership : an examination of superior, leader, and subordinate perspectives. Sex Role; New York. 39:887-902.
Chowance, G. D., & Newstrom, C. N. (1991), The strategic management of international human resources. Business Quarterl, 56, 65-70.
Deluga, R. J., & Souza, J. (1991). The effects of transformational and transactional leadership style on the influencing behavior or subordinate police officers. Journal of Occupational Psychology, 64(1), 49-55.
Downton, J.V.(1973). Rebel Leadership. New York:Free Press.
Faranda, T. (1999), Transformation Leader. Incentive, 173, 14-15.
Fiedler, F. E., Chemers, M. M., & Mahar, L. (1977), Improving leadership effectiveness: The leader match concept.New York: John Wiley.
Folger, R. & Greenberg, J. 1985.Procedural justice: An interpretive analysis of persionnel systems. In K. Rowland & G. ferris (Eds.). Research inpersonnel and human resources management. Vol. 3, 141-183. Greenwich,CT:JAI.
Folger, R., & M. A. Konovsky. 1989. Effects of procedural and distributive justice on reactions to pay raise decisions. academy of management journal, 32(March) : 115-130.
Friedman, H. H., & Langbert, M. (2000), Transformational leadership: Instituting revolutionary change in your accounting firm. The NationalPublic Accountant, 45, 8.
Fuller, J. B., & Morrison, R. (1999), The effects of psychological empowerm ent on transformational leadership and job satisfaction. The Journal of Social Psychology, 139, 389-391.
Greenberg, J.1990. Employee theft as a reaction to underpayment inequity: The hidden cost of paycuts. Journal of Applied Psychology, 75,561-568.

Greenberg, J.1990. Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16, 399-432.
Greenhalgh, L. & Rosenblatt, Z. (1984), Job insecurity: Toward conceptual clarity. Academy of Management Review, 9 (3), 438-448.
Hartog, D. N. D., & House, R. J. (1999), Culture specific and crossculturally generalizable implicit leadership theories: Are attibutes of charismatic/ transformational leadership universally endorsed? LeadershipQuarterly, 10, 219-256.
Hater, J. J., & Bass, B. M. (1988), Supervisors’ evaluations and subordinates’ perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73, 695-702.
Hellervik, L. W., Hazucha, J. F., & Schneider, R. J. (1992), Behavior change: Models, methods, and a review of evidence, In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (pp. 823-895), Palo Alto, CA: Consulting Psychologists Press.
Herzberg, F., Mausner, B., & Snyderman, B. (1959), The motivation to work. NewYork: John Wiley.
Herzberg, F., Mausner, B., & Syndeman, B. (1959), The motivation to work,(2nd ed). New York.:
John Wiley & Sons,
House, R. J., & Mitchell, T. R. (1974), Path-goal theory of leadership. Journal of Contemporary Business, 3, 81-97.
Howell, J. M., & Avolio, B. J. (1993), Transformational leadership, transacitional leadership, locus of control, and support for innovations: Key predictors of consolidated-business-unit performance. Journal of AmericanPsychology, 78,: 545-568.
Hrebiniak, L. G., & Alutto, J. A. (1972), Personal and role related fractor in the development of organizational commitment, Administrative Science Quarterly, 17, 559-560.
Hult, G. T. M., & Hurley, R. F. (2000), Leadership and relationship commitment: A focus on the supplier-buyer-user linkage. Industrial Marketing Management 29, 111-119.
Janine, J. C. (1999), A field study of a cognitive approach to understanding transformational and transaction leadership. Leadership Quarterly, 9, 55-84.
Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964), Organizational stress: Studies in role conflict and ambiguity, New York: JohnWiley & Sons, Inc.
Katz, D. (1964), The motivational basis of organizational behavior. Behavioral Science, 9, 131-133.
Kim W. C. & Mauborgne, R. 1997. Fair process: Managing in the knowledge economy,
Harvard Business Review, JUL-AUG.
Konovsky M. A. & Pugh,S.D. 1994. Citizenship behavior and social exchange. Academy
of Management Journal, 37, 656-669.
Koh, W. L., Richard, M., & Terberg, J. R. (1995), The effects of transformational leadership on teacher attitudes and student performance in Singapore. Journal of Organizational Behavior, 16, 25-36.
Kotter, J.P. (1990).What leaders really do. Harvard bsiness review, May-Ju-ne: 103-111.
Kuchinke, K. P. (1999), Leadership and culture: Work-related values and leadership styles among one company’s U.S. and German telecommunication employees. Human Resource Development Quarterly, 10, 135-154
Leventhal, G.S., J. Karuza & W.R. Fry. 1980. Beyond fairness: A theory of allocation preferences. in Justice and social interaction, edited by G.Mikula, 167-218. New York: Spring-Verlag.
Meyer, J. P., & Allen, N. J. (1984), Testing in the side-bet theory of organizational commitment: Some methodological considerations. Journal of Applied Psychology, 69, 372-378.
Meyer, J. P., Allen, N. J., & Smith, C. A. (1993), commitment to organizations and occupations: extension and test of a three-component conceptualization, Journal of Applied Psychology, 78(4), 538-551.
Morris, J. H, ＆ Sherman, J. D. (1981), Generalizability of an organizational commitment model. Academy of management Journal, 24, 512-526.
Morrow, P. C. (1983), Concept redundancy in organizational research: the case of work commitment, academy of management Review, 8(3), 486-500.
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979), The measurement of organizational commitment, Journal of Vocational Behavior, 14, 224-247.
Mowday, R. T, Steers, R. M, & Porter, L.W. (1982), Employee-organization linkage. New York: Academic Press.
Mowday, Richard T., Porter, Lyman W., & Steers, Richard M. (1982), Employee-organization linkage, New York: Academic Press.
Mowday, R. T., Poter, L. W.,＆Steer, R. M. (1982), Employee-organization linkage: The psychology of commitments, absenteeism and turnover. New York: Academic Press.
Parry, K. (2000), Does leadership help the bottom line. New Zealand Management, 47, 38-41.


Pill, P., Scadura, Terri A., & Williams. Ethlyn A , (1999), Leadership and organizational justice: Similarities and difference across cultures. Journal of International Business Study, 30, 763-779.
Porter, A. (1973), The factorial structure of modernity: Empirical replications and a critique. American Jouranl of Sociology, 79(1), 15-44.
Porter, L. W. (1961), A study of perceived need satisfactions in bottom and middle management jobs, Journal of Applied Psychology, 45(1), 1-10.
Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974), Organizational commitment, job satisfaction, and turnover among psychiatric technicians, Journal of Applied Psychology, 59(5), 603-609.
Price, J. L. (1977), The study of turnover, Ames, IA: Iowa State University Press.
Quinn, R. E., & Hall, R. H. (1983), Environments, organizations, and policy makers: Toward an integrative framework. In R. H. Hall & R. E. Quinn (Eds). Organization theory and public policy: Contributions and limitations. Beverly Hills, CA: Sage Publications.
Reichers, Arnon E. (1985), A review and reconceptualization of organization commitment, Academy of Management Review, 10(3). 468
Robbins, S. P. (1998), Organizational behavior, Englewood Cliffs, NJ: Prentice-Hall, Inc.
Rynecki, W. C. (1998), Transformational leaders and doctrine in an age of peace: Searching for a Tamer Billy Mitchell. Airpower Journal, 12, 22-36.
Smith, P. C., Kendall, L. M., & Hulin, C. L. (1969), The measurement of satisfaction in work and retirement, Chicago: Rand McNally.
Steers, Richard M. (1977), Antecedents and outcomes of organization commitment, Administrative Science Quarterly, 22, 46-56.
Steers,R. M. (1977), Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 26, 46.
Stevens, J. M., Beyer, J. M., & Trice, H. M. (1978), Assessing personal, role, and organizational predictors of managerial commitment, Academy of Management Journal, 21(3), 380-396.
Szilagyi, A. D. 1979 “ Keeping employee turnover under control “, Personal, The management
of people at work, 42-52.
Thibaut, J., & L. Walker. 1975. Procedural justice: A psychological analysis, Hillsdale, NJ: Lawrence Erlbaum Associates.
Vroom, V. H. & Yetton, P. W. (1973), Leadership and decision-making, Pittsburgh, PA: University of Pittsburgh Press.
Wallace, Jr., M.J., & Fay, C.H., 1988. Compensation Theory and Practice, 2nd
Ed.,Boston, Massachusetts: Pws-Kent.
Wiener, Y. (1982), Commitment in organizations: A normative view, Academy of Management Review, 7(3), 418-428.
Wiener, Y., & Vardi, Y. (1980), Relationships between job, organizational and career commitment and work outcome: An integrative approach, Organizational Behavior and Human Performance, 26, 81-96.
Winner, A. R. (1984). The spellbinder: Charismatic political leadership. New Haren, CT: Yale University Press.
Yukl, G. A. (1989), Leadership in organizations. Englewood Cliffs, NJ: Prentice-Hall, Inc.
Zaleznik, A. (1977), Managers and leaders: Are they different? Harvard Business Review, 55(5), 67-68.
網頁資料：
財政部金融局(2006)，http://www.banking.gov.tw/dp.asp?mp=7 。