轉型領導與員工績效之關係：自我效能的中介與權力距離的調節
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2010
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本研究旨在探討企業主管轉型領導與員工自我效能、權力距離以及工作績效之間的關係。研究係透過調查研究法，以臺灣地區製造業與服務業主管及其員工作為研究對象，共發放主管與部屬配對問卷150套，回收262個配對，有效問卷共計230對，有效回收率為88%。所蒐集資料以積差相關、變異數分析、迴歸分析等方式進行分析與驗證。獲致下列三項主要發現：(1) 轉型領導有助於部屬自我效能的建立，使部屬對於自己成功執行工作任務抱有信心；當部屬擁有高自我效能時，工作績效將有明顯增長；故本研究再次驗證了轉型領導與部屬自我效能，以及自我效能與部屬績效之間的正向關係。(2) 部屬的自我效能對於轉型領導與工作績效之間的關係具有「完全中介」的效果。(3) 本研究發現部屬的權力距離取向對自我效能與工作績效具有調節效果。上述結果不僅對於轉型領導文獻具有實質貢獻，對實務工作者而言，亦提供重要的啟示。
This study was to explore correlations among transformational leadership, self-efficacy of the employees, power distance and work performance. By way of a questionnaire survey, the subjects of this study were the supervisors and their subordinates. Totally, 300 pairs of dual questionnaire were mailed out and 262 pairs were returned, among which 230 pairs were valid. The percentage of valid questionnaire is 88%. The collected data was analyzed and verified by Pearson’s correlation analysis and regression analysis. Three major findings of this study are as follow: (1) Transformational leadership helps the employees establish their self-efficacy, enabling them to be confident in successfully carrying out a task; and work performance increases noticeably when employees have high self-efficacy. This finding verifies that the positive correlation of transformational leadership and self-efficacy of the employees, and self-efficacy and employees’ performance. (2) Self-efficacy of the employees poses a fully intermediate effect on the relation of transformational leadership and work performance. (3) This study has found that employees’ orientation of power distance has a mediating effect on self-efficacy and work performance. The findings stated above not only contribute to the literature of transformational leadership, but they also provide important revelations to people who practice it every day.
This study was to explore correlations among transformational leadership, self-efficacy of the employees, power distance and work performance. By way of a questionnaire survey, the subjects of this study were the supervisors and their subordinates. Totally, 300 pairs of dual questionnaire were mailed out and 262 pairs were returned, among which 230 pairs were valid. The percentage of valid questionnaire is 88%. The collected data was analyzed and verified by Pearson’s correlation analysis and regression analysis. Three major findings of this study are as follow: (1) Transformational leadership helps the employees establish their self-efficacy, enabling them to be confident in successfully carrying out a task; and work performance increases noticeably when employees have high self-efficacy. This finding verifies that the positive correlation of transformational leadership and self-efficacy of the employees, and self-efficacy and employees’ performance. (2) Self-efficacy of the employees poses a fully intermediate effect on the relation of transformational leadership and work performance. (3) This study has found that employees’ orientation of power distance has a mediating effect on self-efficacy and work performance. The findings stated above not only contribute to the literature of transformational leadership, but they also provide important revelations to people who practice it every day.
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轉型領導, 自我效能, 權力距離, 工作績效, transformational leadership, self-efficacy, power distance, work performance