許書瑋Ryan Shuwei Hsu張家偉Chang, Chia-Wei2020-12-142020-02-212020-12-142020http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22G060656002O%22.&http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/110564本研究旨在探索領導者的領導風格的內涵，特別是其在較為「高調」或「低調」表現。透過與25位具有工作經驗的受訪者訪談，本研究搜集97個形容高調與低調的詞彙；10位研究參與者，提取出同意度較高的68個詞彙；最終利用Q分析法，蒐集另外43位研究參與者想法，透過主成分分析法，提出形容高調的四個類別（喜歡分享、樂於表現自己、外向的、渴望被注意到）與低調的三個類別（相對較沒存在感、著重隱私、把自己份內的事做好）。最後，針對本研究的研究結果，我提出相關討論與建議。This study explores a new leadership style in terms of leaders’ being “high-profiled” or “low profiled”. Through interviewing 25 working adults, I collected 97 vocabulary describing high- or low-profiled leadership. A total 68 vocabulary were kept because of high inter-rater agreement from another 10 working adults. Drawing on the Q methodology and the principal component analysis, I identify four categories of vocabulary for high-profiled leadership (sharing information, expressing themselves, being extraverted, eager to be noticed) and three categories of vocabulary for low-profiled leadership (being invisible, concerning privacy, minding own business). Implications are also discussed.高調低調領導風格Q分析法關鍵事件法high-profilelow-profileleadership styleQ methodologycritical incident