女性領導途徑：社會企業家精神的觀點

Abstract

臺灣於解嚴開啟了非營利部門的發展機會，自由化的浪潮也讓非營利組織逐漸開始提供社會福利服務，以解決社會上的各種需求。九零年代受到強烈天災重創，非營利部門面臨著政府預算與私人捐款銳減雙重影響，資源侷限之下，非營利組織開始思考其他資源創收管道。師法企業的運作方式，也讓各界對於非營利組織能否維繫其使命產生各種質疑。

女性投入非營利領域工作具有其淵源，女性與整體社會的發展產生出相輔相成的關係。本研究目的在於探究，女性領導者在引領組織朝向社會企業的路途中，女性領導者的性別特質以及促進領導的機會與障礙；再者，女性領導者在領導過程中，所採取的領導行為對於組織的影響，進而析論女性領導者之領導能否免除使命漂移疑慮。

本研究結果發現，非營利組織中的女性領導者兼具雙重性別特質；家庭與專業網絡的支持成為女性領導者的重要支持系統，業師與榜樣帶給女性領導者的影響成為運作組織的重要根基。女性領導者仍然需要面臨性別刻板印象以及家庭工作平衡的雙重困境。與組織內部的關係，採取雙向領導模式，包括以領導者為中心的魅力型領導以及以組織成員為中心的僕人式領導。與組織外部的關係同時可為組織引進資源，更能讓組織之目標與理念從中傳遞至社會大眾，女性領導者所持有的社會資本成為關鍵要素；對外的倡議行為成為組織示現理念的重要管道。依據研究結果與結論，針對女性領導者途徑，本研究建議應強化女性領導者跨性別特質以消弭性別刻板印象、增強女性領導者支持系統；與組織內部關係，應依情境調整女性領導者之領導模式，並且規劃組織女性成員的領導養成訓練；與外部關係，應鞏固結合型及橋接型社會資本，倡議策略應採取個體與組織兩大層面。

Taiwan get the opportunity to develop the nonprofit organization after the end of martial law. The wave of liberalization makes the nonprofit organization starting to provide social welfare service gradually to solve multiple inquiries from the society. Under the effect of several natural disasters in 1990’s, nonprofit organization face the problems that the funds from government budgets and personal donations are reducing. Nonprofit organization start to think other resources to earn the incomes under the limited situation. Under the businesslike operation, people from different sectors doubt if nonprofit organization could keep accomplishing their mission. There have the origin about women getting into work to the nonprofit area. Women and the overall society development generate the complementary relationship to each other. The purposes of this research is to explore the woman leader’s sex-role orientation, and the opportunity and obstacle from promoting leading which on the way of leading the organization forward to the social enterprise. Furthermore, the behavior of the women leader will cause which kind of effect to the organization. And then analyze and discuss if women leader could remove the doubts of mission drift. This research found the women leadership from nonprofit organization have two kinds of sex-role orientation. Family and the support from professional networks become the most important supporting system to them. The effect from mentors and role model become the very important basement for running the organization. Women leader still need to face the problems of gender role stereotype and how to get balance from work and family. For the relationship of interior organization ,they use two way leadership model including Charismatic Leadership which centered on the leader, and Servant Leadership which centered on the members of the organization. For the relationship of exterior organization, it could lead more resources and send the goals and ideas of the organization to the society at the same time. The social capital of what the woman leader have is the key point element. The behavior of advocacy to external become the important step for making the philosophy of organization come true. According to the results and conclusions, against to the approach of women leader, we suggest to strengthen the characteristics of transgender to reduce the gender role stereotype; increase the supporting system for the women leader. For interior relationships, women leader needs to adjust their leader model according to the situation, and plan the training of building the leadership for the women members of the organization. For exterior relationships, women leader needs to consolidate the bonding social capital and bridging social capital. Advocacy strategy should be two levels of individual and organization.