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System No. U0002-2006201115262100
Title (in Chinese) 直屬主管領導能力對研究專案績效之影響-領導成員交換關係與社會資本的中介效果
Title (in English) Impact of Leadership Competency on Research Project Performance – Mediating Effect of Leader-Member Exchange and Social Capital
Other Title
Institution 淡江大學
Department (in Chinese) 企業管理學系碩士在職專班
Department (in English) Department of Business Administration
Other Division
Other Division Name
Other Department/Institution
Academic Year 99
Semester 2
PublicationYear 100
Author's name (in Chinese) 傅心怡
Author's name(in English) Hsin-Yi Fu
Student ID 798610407
Degree 碩士
Language Traditional Chinese
Other Language
Date of Oral Defense 2011-06-10
Pagination 79page
Committee Member advisor - Li-Ren Yang
co-chair - 呂世通
co-chair - 汪美伶
Keyword (inChinese) 領導能力
Keyword (in English) Leadership Competency
Leader-Member Exchange
Social Capital
Project Performance
Research Project
Other Keywords
Abstract (in Chinese)
在競爭激烈的環境下,許多研究組織不斷尋找可行的做法,以提供更有競爭性的優勢。Green (2005)指出一個優秀的專案領導者擅長於管理超越組織的功能,是為了要打破組織的惰性與官僚。Sauer (1993)也建議非技術性的要素,如管理、組織、文化,也是會影響專案成功的因素。另外,Lewis (1993)主張人也是專案成功於否的因素。然而,絕大部分關於專案成功的文獻忽略了專案領導者的領導能力。



Abstract (in English)
In the highly competitive environment, many research organizations are constantly searching for proven practices that offer a competitive advantage. Green (2005) pointed out that a star project leader is good at managing relationships across organizational functions and boundaries to break through organization inertia and bureaucracy. Sauer (1993) also suggested that non-technical factors such as management, organization, and culture are associated with project success. Additionally, Lewis (1993) contended that people issues are absolutely critical to project success. However, the literature on project success factors has largely ignored the impact of a project manager and his or her leadership on project success (Turner and Müller, 2005). 

No empirical study has been done on the associations between leadership competency and research project performance. In addition, there has been no comprehensive study on the impacts of leader-member exchange (LMX) quality and social capital on research project outcomes. This lack of information regarding leadership benefits along with uncertain competitive advantage from leader-member exchange and social capital has resulted in a leader’s reluctance to develop different abilities. In order to understand the benefits, there is a need for quantification of the benefits derived from leadership competency. Research on leadership competency and its associations with research project performance should offer tangible evidence of advantages from developing certain leadership competencies.

The primary purpose of this study was to investigate the relationships among the project leader’s competency, LMX quality, social capital, and project performance. The second objective was to determine whether LMX quality and social capital play a mediating role in the relationship between leadership competency and project performance. The analyses of the project leader’s abilities and project performance are based on a comprehensive investigation of 127 projects in the Taiwanese research organizations. 

Using data from more than 100 research projects, the analyses suggest that leadership competency is positively associated with LMX quality and social capital of project teams. Additionally, project performance can be achieved with higher levels of LMX quality and social capital. The results also show that LMX quality and social capital may mediate the effects of leadership competency on project performance.
Other Abstract
Table of Content (with Page Number)
目  錄		I
圖目錄	II
表目錄	III
第一章 緒 論	1
第一節 研究背景與動機	1
第二節 研究目的	4
第三節 研究流程	6
第二章 文獻探討	7
第一節 領導理論	7
第二節 LMX理論	13
第三節 社會資本	18
第四節 專案績效	21
第五節 假設推論	24
第三章 研究方法	27
第一節 研究架構	27
第二節 研究假設	28
第三節 問卷設計與變數	29
第四節 研究對象	34
第五節 資料分析方法	35
第四章 統計與分析	37
第一節 敘述性資料分析	37
第二節 效度分析與信度分析	45
第三節 單因子變異數分析	48
第四節 相關性分析	56
第五節 層級迴歸	57
第五章 結論與建議	60
第一節 研究結論	60
第二節 研究建議	62
參考文獻	65
附錄		76


圖1-1 研究流程圖	6
圖3-1 研究架構	27
圖3-2 研究假設	28

表2-1 魅力型領導者的主要特徵	10
表2-2 Dulewicz and Higgs領導能力分類	12
表2-3 LMX-7題項與翻譯	15
表2-4 LMX-MDM題項與翻譯	16
表2-5 專案績效評估項目或衡量指標	22
表3-1 領導能力問項表	29
表3-2 LMX關係品質問項表	30
表3-3 社會資本問項表	31
表3-4 專案績效問項表	32
表4-1 專案參與團體數次數分配表	37
表4-2 專案團隊合作關係次數分配表	38
表4-3 專案團隊人數次數分配表	38
表4-4 業主類型次數分配表	39
表4-5 專案總預算次數分配表	40
表4-6 專案知識傳承度次數分配表	40
表4-7 近6個月專案成員離職人數次數分配表	41
表4-8 專案複雜度次數分配表	41
表4-9 組織對專案的支持程度次數分配表	42
表4-10 年齡統計次數分配表	42
表4-11 教育程度次數分配表	43
表4-12 從事專案的年資次數分配表	43
表4-13 專案職務次數分配表	44
表4-14 專案績效因素分析	46
表4-15 信度分析結果表	47
表4-16 專案團隊合作關係與社會資本單因子變異數分析表	48
表4-17 專案知識傳承度與專案績效單因子變異數分析表	49
表4-18 專案複雜度與專案績效單因子變異數分析表	50
表4-19 組織對專案支持程度與專案績效單因子變異數分析表	51
表4-20 專案成員離職人數與直屬主管領導能力單因子變異數分析表	52
表4-21 專案成員離職人數與LMX關係品質單因子變異數分析表	53
表4-22 專案成員離職人數與社會資本單因子變異數分析表	54
表4-23 專案成員離職人數與專案績效單因子變異數分析表	55
表4-24 相關分析結果表	56
表4-25 直屬主管領導能力、LMX關係品質、專案績效層級迴歸結果表	57
表4-26 直屬主管領導能力、社會資本、專案績效層級迴歸結果表	58
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