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Title: 領導風格對員工創造力之影響 — 以台灣公立博物館為例
The Influences of Leadership Styles on Employee's Creativity — the Cases of Public Museums in Taiwan
Authors: 蔡錫濤
Shir-Tau Tsai
Pung-Hsiang Hsu
Keywords: 博物館
leadership style
Issue Date: 2009
Abstract: 組織環境會影響員工的創造力,而主管的領導風格又是環境中影響員工行事最大的變數之一;因此,在組織環境中主管的領導風格對員工創造力有著強大的影響力。當員工受到主管鼓勵、支持、信任及授權的情況下容易產生更多的創意。 本研究有兩項主要的目的。首先,分析國立科學工藝博物館、國立自然科學博物館、及國立故宮博物院中主管所屬之領導風格。其次,研究上述博物館中主管如何影響員工的創造力。此三家博物館不僅以自然科學、科技及中華文物教育大眾,此外也在台灣文化創意產業的推進上扮演了重要的角色。因此,充分瞭解領導者在此新興產業上的影響是非常重要的。 本研究在進行文獻分析後,對上述博物館中的主管及其直屬部屬進行個案研究中的深度訪談。此研究總結,在本研究個案的公立博物館中主管有一共同的複合領導風格-支持及參與式領導。雖然此複合領導風格的主管鮮少重視員工個人的創造力發展,但他們仍會激發或至少影響員工的創造力,而影響的多寡則取決於其授權及相互溝通的程度。此類型的主管會以不同的形式給予員工表達創意的機會。然而,在此複合領導風格的帶領下,員工是否願意提出他們的創意則取決於其內外控取向。最後,本研究中的個案員工在其主管支持及參與式的領導下都能有創新的想法及產出。
Organizational environment would influence employee’s creativity; nevertheless, supervisor’s leadership is the one of the most powerful elements in it. Consequently, supervisor’s leadership style is one of the effective factors in the organizational background that determines employee’s creativity. Employees tend to more easily produce creative ideas when they are encouraged, supported, trusted and authorized by supervisors. There are two main purposes in this study. First, itis to distinguish what types of leadership supervisors in the public museums, including National Science and Technology Museum, National Museum of Natural Science, and National Palace Museum, in Taiwan belong to. Second, it is to study how supervisors in these museums influence employees』 creativity. These three museums not only play important roles of educating people with natural science, technology and abounding Chinese heritage but also push the creative industry forward in Taiwan. It is significant to understand the influence of leadership on this upcoming industry. After the literature review and case study, in-depth interviews were conducted with supervisors and their subordinates in the above-mentioned museums. In the conclusion of this study, supervisors in the public museums in Taiwan have a mutual leadership style – supportive and participative. Although the supervisors with this mutual leadership style do not value employees』 personal creativity development much, they would either inspire or at least not influence subordinates』 creativity, depending on the level of authorization and communication. This type of supervisors would greatly give opportunities for employees to deliver creative ideas by different ways. Nevertheless, whether employees are willing to propose creative ideas or not depends more on their locus of control under this mutual leadership style. And fortunately, the employees would carry out innovative ideas and products in the end under their supervisors』 leading.
Other Identifiers: GN0695740039
Appears in Collections:學位論文

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