系統識別號 | U0002-0207201214271700 |
---|---|
DOI | 10.6846/TKU.2012.00056 |
論文名稱(中文) | 幽默領導行為與團隊衝突對團隊創新與團隊凝聚力影響之研究 |
論文名稱(英文) | The influence on team innovation and cohesion by humor leadership and team conflict |
第三語言論文名稱 | |
校院名稱 | 淡江大學 |
系所名稱(中文) | 企業管理學系碩士在職專班 |
系所名稱(英文) | Department of Business Administration |
外國學位學校名稱 | |
外國學位學院名稱 | |
外國學位研究所名稱 | |
學年度 | 100 |
學期 | 2 |
出版年 | 101 |
研究生(中文) | 陳怡如 |
研究生(英文) | Yi-Ru Chen |
學號 | 799610174 |
學位類別 | 碩士 |
語言別 | 繁體中文 |
第二語言別 | |
口試日期 | 2012-05-31 |
論文頁數 | 144頁 |
口試委員 |
指導教授
-
洪英正
共同指導教授 - 張敬珣 委員 - 陳學志 委員 - 楊立人 |
關鍵字(中) |
幽默領導 團隊衝突 團隊創新 團隊凝聚力 |
關鍵字(英) |
Humor leadership team conflict team innovation team cohesion |
第三語言關鍵字 | |
學科別分類 | |
中文摘要 |
金融海嘯發生至今,全球競爭發展愈劇,企業開始思索與著重於創新,職場走向專業分工,必須仰賴團隊力量,而團隊要有凝聚力,才能發揮相互合作精神。幽默感是職場的潤滑劑,它可以增進人際關係,紓解尷尬和挫折時的負面情緒,有幽默感的人,在職場上是贏家,較容易親近且可與團隊共同面對挑戰,Avolio et al.(1999)指出若領導者的使用幽默的方式會產生出較高的員工承諾、團結向心力與績效,Muhammad Irbaz Khan(2010)則指出幽默能強化在生產力和效率。而當組織發生衝突情況時會影響到團隊成員的工作氣氛,進而使工作效率低落,並導致組織效能下降,因此領導被賦予的意義,就是要帶領組織做「對」的事,作「對」的決策,但要有效處理衝突,並將負面影響轉換成正面力量,正是企業必須學習到的重要課題,Cooperrider(2005)認為領導的元素和衝突的包容性提高了員工對組織的參與感並增強創新和承諾的因素。 本研究以國內各大企業、機構之工作者為對象,以便利抽樣的方式發放問卷,共發放230份問卷,回收225份有效問卷,有效回收率約為98%。研究結果發現︰ 1.幽默領導行為與團隊衝突無顯著關係。 2.幽默領導行為與團隊衝突對團隊創新有顯著影響,其中幽默領導行為對團隊創新有正向顯著影響,團隊衝突對團隊創新則有負向顯著影響。 3.幽默領導行為與團隊衝突對團隊凝聚力有顯著影響,其中幽默領導行為對團隊凝聚力有正向顯著影響,團隊衝突對團隊凝聚力則有負向顯著影響。 4.領導者在幽默領導行為與團隊衝突之不同,會在團隊創新上有顯著差異。 5.領導者在幽默領導行為與團隊衝突之不同,會在團隊凝聚力上有顯著差異。 6.員工在部分人口統計變項之不同,會在幽默領導行為、團隊衝突、團隊創新、團隊凝聚力上有顯著差異。 本研究透過幽默領導與團隊衝突之相關分析結果得知,擁有高度幽默領導風格之主管在對於團隊衝突的化解,雖不必然高於低度幽默領導風格的主管,但善用幽默領導必能有助於降低衝突事件,對團隊間創新能力與凝聚力的有其正向影響。 |
英文摘要 |
In light of the financial tsunami, competitions around the global become fiercer. Companies around the world continue devoting themselves to innovation, adopt the model of professional division of labor, and rely more on teamwork and team cohesion is to the key to the success of the business. Using humor as a business lubricant can help improve interpersonal relationships, make light in an awkward situation, and ill feelings. People with a good sense of humor are already in a winning position, easier to get along with and always ready to tackle challenges with their team. Avolio et al.(1999)had pointed out that a leader with humor leadership will facilitate higher employees’ commitment, cohesion and performance. Muhammad Irbaz Khan(2010) found that humor leadership can improve productivity and efficacy. Team conflict can result in an unfavorable work environment and thereby has a negative impact on work efficiency and the productivity of an organization. Leaders are to lead an organization to do “right” things and make “correct” decisions and, at the same time, to deal with conflicts effectively and efficiently. How to turn a negative force to positive energy is an important lesson what each business must learn. Cooperrider(2005) claimed that the elements of leadership and endurance of conflict can enhance employees’ participation and increase their innovation and commitment. The survey of this study was distributed to 230 individuals serving at various local companies by using the method of convenience sampling and a total of 225 questionnaires were returned. The results of the study indicate the followings: 1. Humor leadership is not significantly related to team conflict. 2. There is a significant positive influence on team innovation by humor leadership , but there is a significant negative influence on team innovation by team conflict . 3. There is a significant positive influence on team cohesion by humor leadership , but there is a significant negative influence on team cohesion by team conflict . 4. Different humor leadership and team conflict make a significant difference in team innovation. 5. Different humor leadership and team conflict make a significant difference in team cohesion. 6. Various demographic groups makes partial significant difference on humor leadership, team conflict, team innovation, and team cohesion. According to the results of the study on humor leadership and team conflict, it is to say that although the management with a higher humor is not inevitable to possess a better ability to cope with team conflicts than that with a lower sense of humor. But by this study we know that leading and managing an organization with a sense of humor can, without a doubt, help decreasing the team conflict and improving the impact on team innovation and team cohesion. |
第三語言摘要 | |
論文目次 |
目錄...................................I 表目錄................................II 圖目錄...............................III 第一章 緒論 1 第一節 研究背景 1 第二節 研究目的 8 第三節 研究流程 9 第二章 文獻探討 11 第一節 幽默領導之定義與來源 11 第二節 團隊衝突 20 第三節 團隊創新氣候 25 第四節 團隊凝聚力 32 第五節 各變項間之交互關係 34 第三章 研究方法 37 第一節 研究架構 37 第二節 研究假設 38 第三節 研究變項之定義與衡量 39 第四節 研究對象與抽樣設計 46 第五節 資料分析 46 第四章 研究結果 48 第一節 問卷題意確認 48 第二節 問卷調查與資料陳述 49 第三節 因素分析與信度分析 58 第四節 研究變項之迴歸分析與假說驗證 68 第五節 不同人口統計變項對之幽默領導、團隊衝突、團隊創新與團隊凝聚力之差異 83 第六節 假設驗證結果 104 第五章 結論、討論及建議 106 第一節 研究結論 106 第二節 管理意涵 114 第三節 研究建議 118 第四節 研究限制 120 參考文獻 121 中文部分 121 網路及報章雜誌部份 123 英文部分 125 附錄:研究調查問卷 130 附錄:修正後研究調查問卷 137 表目錄 表2-1 領導理論之發展取向 12 表2-2 台灣著名的成功企業家的領導風格表 12 表2-2 台灣著名的成功企業家的領導風格表(續) 13 表2-3 團隊創新相關文獻整理 27 表2-3 團隊創新相關文獻整理(續) 28 表2-4 各學者對於團隊凝聚力的定義 32 表3-1 幽默領導量表 40 表3-1 幽默領導量表(續) 41 表3-2 團隊衝突各構面及題項 42 表3-3 團隊創新氣候之構面及題項 44 表3-4 團隊凝聚力題項 45 表 4-1信度分析結果 48 表4-2 問卷回收統計 49 表4-3樣本人口屬性統計表 50 表4-4樣本人口屬性統計表 51 表4-5樣本人口屬性統計表 53 表4-5樣本人口屬性統計表(續) 54 表4-6樣本人口屬性統計表 56 表4-6樣本人口屬性統計表 57 表4-7幽默領導之KMO與Bartlett檢定 58 表4-8幽默領導導向之因數分析、信度分析與命名 59 表4-8幽默領導導向之因數分析、信度分析與命名(續) 60 表4-9對直屬主管的喜歡程度對幽默領導行為之T檢定分析 62 表4-10直屬主管幽默程度對幽默領導行為之T檢定分析 62 表4-11樂於繼續接受主管領導程度對幽默領導行為之T檢定分析 63 表4-12直屬主管在領導能力的表現程度對幽默領導行為之T檢定分析 63 表4-13團隊衝突之KMO與Bartlett檢定 64 表4-14團隊衝突之因數分析、信度分析與命名 64 表4-15團隊創新之KMO與Bartlett檢定 65 表4-16團隊創新之因數分析、信度分析與命名 66 表4-17團隊凝聚力之KMO與Bartlett檢定 67 表4- 18團隊創新之因數分析、信度分析與命名 67 表4-19幽默領導行為與團隊衝突的相關分析表 68 表4-20幽默領導行為導向與團隊衝突對團隊創新之迴歸分析表 70 表4-21幽默領導各因素與團隊衝突對團隊創新之複迴歸分析表 71 表4-22幽默領導各因素與團隊衝突對其團隊創新之願景建立與認同複迴歸分析表 72 表4-23幽默領導各因素與團隊衝突對其團隊創新之資訊揭露與創新具有顯著的影響複迴歸分析表 74 表4- 24幽默領導行為導向與團隊衝突導向對團隊凝聚力之迴歸分析表 75 表4- 25幽默領導各因素與團隊衝突對團隊凝聚力之複迴歸分析表 76 表4-26不同的幽默領導行為與團隊衝突在員工所認知的團隊創新上會有顯著差異之ANOVA檢定表 78 表4-27不同的幽默領導行為與不同的團隊衝突在團隊創新之交互作用 78 表4- 28不同的幽默領導行為與團隊衝突在員工所認知的團隊凝聚力上會有顯著差異之ANOVA檢定表 80 表4-29不同的幽默領導行為與不同的團隊衝突在團隊凝聚力之交互作用 81 表4-30性別在各變項之T檢定 83 表4-30性別在各變項之T檢定(續) 84 表4-31婚姻狀況在各變項之T檢定 85 表4-31婚姻狀況在各變項之T檢定(續) 86 表4-32年齡在各變項之ANOVA檢定表 86 表4-32年齡在各變項之ANOVA檢定表(續) 87 表4-32年齡在各變項之ANOVA檢定表(續) 88 表4-33學歷在各構面之ANOVA檢定表 89 表4- 33學歷在各構面之ANOVA檢定表(續) 90 表4- 33學歷在各構面之ANOVA檢定表(續) 91 表4-34組織內任職的資歷在各構面之ANOVA檢定表 92 表4- 34組織內任職的資歷在各構面之ANOVA檢定表(續) 93 表4-35直屬主管性別在各變項之T檢定 94 表4- 36直屬主管年齡在各變項之ANOVA檢定表 95 表4- 36直屬主管年齡在各變項之ANOVA檢定表(續) 96 表4- 36直屬主管年齡在各變項之ANOVA檢定表(續) 97 表4- 37直屬主管在目前工作的年資在各構面之ANOVA檢定表 98 表4- 37直屬主管在目前工作的年資在各構面之ANOVA檢定表(續) 99 表4- 37直屬主管在目前工作的年資在各構面之ANOVA檢定表(續) 100 表4-38直屬主管的學歷在各構面之ANOVA檢定表 101 表4- 38直屬主管的學歷在各構面之ANOVA檢定表(續) 102 表4- 38直屬主管的學歷在各構面之ANOVA檢定表(續) 103 圖目錄 圖1-1 研究流程圖 10 圖3-1 研究架構圖 37 |
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