新任主管與團隊促進磨合的關鍵領導行為之研究

Abstract

本研究旨在探討新任主管與其團隊在磨合過程中所展現的關鍵領導行為。隨著組織中主管職位的變動，新任主管無論為內部直升或外部空降，皆需快速適應組織文化並與團隊建立良好互動，以達成團隊目標。過往研究多著重於領導行為對團隊成員行為之影響，較少關注實際磨合過程中的互動與行為表現，故本研究以轉換型領導與家長式領導為理論基礎，並輔以Tuckman的團隊發展理論進行分析。研究採質性方法，透過結構性訪談Y公司三組新任主管與其具代表性團隊成員，運用紮根理論進行資料分析。結果指出，新任主管在磨合過程中主要面臨人際關係建立、管理方式適應與角色權威樹立三面向，並頻繁展現轉換型領導中「個別化的關懷」與「才智激發」、以及家長式領導中的「仁慈領導」關鍵領導行為。不同來源及管理年資的主管在領導風格上亦顯現差異。研究結果可供業界作為輔導新任主管及主管培訓之參考依據。

This study aims to explore the key leadership behaviors demonstrated by newly appointed supervisors during the break-in period with his teams. With the changes in managerial positions within organizations, new leader whether promoted internally or recruited externally, must quickly adapt to the organizational culture and establish effective interactions with his teams to achieve team goals. Previous research has mainly focused on the impact of leadership behaviors on subordinate performance, with limited attention paid to the actual interaction and leadership behaviors during the break-in process. Therefore, this study adopts Transformational Leadership and Paternalistic Leadership as its theoretical foundation and incorporates Tuckman’s team development theory as the analytical framework. This research employs a qualitative method and conducts structured interviews with three pairs of new leader and his representative team member from Y Securities Company, applying Grounded Theory for data analysis. The results show that during the break-in period, new leaders primarily face three dimensions: building interpersonal relationships, adapting management styles, and establishing leadership roles and authority. Within these dimensions, they frequently demonstrate leadership behaviors from the “Individualized Consideration” and “Intellectual Stimulation” components of Transformational Leadership, as well as the “Benevolent Leadership” component of Paternalistic Leadership. Differences in leadership behaviors are also observed across supervisors with different sources and tenure. The findings of this study offer valuable references for human resource practices and onboarding training design for newly appointed supervisors.