非營利組織主管的轉換型領導、組織承諾與組織效能關係之研究-以台北市的社福慈善基金會為例

Abstract

隨著非營利組織的蓬勃發展，相關的研究也日益增加，不過對象多是具全國知名度的組織，對於地方性組織的關注程度往往不高。因此本研究主要目的為瞭解台北市社福慈善基金會轉換型領導與組織承諾的現況；探討轉換型領導、組織承諾與組織效能的關係；分析轉換型領導與組織承諾對組織效能之影響。 為達上述研究目的，根據文獻探討所編制的研究問卷初稿進行預試，經專家效度及信度分析後，編制成正式問卷－「非營利組織轉換型領導、組織承諾以及組織效能調查問卷」。本研究以台北市許可設立的社福慈善基金會人員為探討母群體，採取立意抽樣方式進行，正式問卷共發出500份問卷，實際回收378份樣本，有效樣本回收率為75.6％。將調查所得到之資料編碼並以SPSS12.0統計軟體進行資料分析，歸納本研究之研究結論分析如下： 壹、轉換型領導現況整體表現屬於中上程度，其中以「魅力願景」知覺得分最高，而「智性刺激」構面最低。 貳、已婚者、主管、志工及年齡愈長者的轉換型領導知覺得分較高。 叁、組織承諾現況整體表現屬於中上程度，其中以「努力程度」知覺得分最高，而「組織認同」構面最低。 肆、女性、主管、志工、年齡愈長、教育程度愈高及服務年資愈久者的組織承諾知覺得分較高。 伍、轉換型領導的知覺程度愈高，組織承諾愈高。 陸、轉換型領導與組織承諾愈高，愈能提升組織效能。 柒、轉換型領導與組織承諾能有效預測組織效能，其中以「組織認同」最具預測力。 最後，根據本研究結論，分別提出具體建議。在實務建議方面，包括整體組織與主管個人二個層面；就後續研究的建議，包括研究範圍、研究變項、研究架構、研究方法、研究工具等五個層面。The target of this study is the members of the Social Welfare Foundation. The study focused on the relations between the organizational commitment, learning, and performance of the institute. The purpose of this study was to discuss the current transformational leadership, organizational commitment and organizational performance in the Social Welfare Foundation. and to realize the relationship among the members’ perceptions of the director’s transformational leadership, organizational commitment, and organizational performance in social welfare foundation. To fulfill the purpose, Survey Research was selected as the main method for the study after a related serial study. "The Study Questionnaire of Transformational Leadership, Organizational Commitment and Organizational Performance" was used to collect information, evaluating the content validity and analyzing the items and factors of the pre-test result. This study took the members of the Social Welfare Foundation in Taipei City as the population, and adopted a purposive sample. There were 500 pieces of the pilot and formal questionnaires in all. The effective samples of the study was 378. The collected data was processed with SPSS12.0. Several results were generalized. The results of the analysis are summarized as follows: 1. The transformational leadership of the Social Welfare Foundation received the highest scores in the dimension of "charm or vision" while the lowest scores were in the dimension of "talents enlightening". 2. The consciousness from transformational leadership scores differed according to the backgrounds of the participants. Those who were married, in positions of leadership, volunteers, and older participants scored higher than other groups. 3. The organizational commitment of social welfare foundation got the highest scores in the dimension of "efforts" with the lowest scores in the dimension of "organizational identification". 4. The consciousness from organizational commitment scores differed according to the backgrounds of the participants. Females, those in positions of leadership or with higher seniority, volunteers, participants with higher levels of education, and older participants scored higher than other groups. 5. It indicated significant differences and positive correlations between the transformational leadership and organizational commitment. 6. It indicated significant differences and positive correlations between the organizational commitment and organizational performance. 7. Transformational leadership and organizational commitment are highly predictive of organizational performance. Finally, according to the results of this study, there were some suggestions which were provided to the practice and the study in the future.