領導風格與民營化變革阻礙克服關係之探討:中華電信民營化之個案研究

Abstract

本研究主要探討領導風格的高交易型工作特質與高魅力型關懷特質，對克服國營事業組織變革的阻力及組織變革的推動之影響。 組織變革是企業繼續經營的必經之道，導致組織變革的原因，學者主要分成外部因素與內部因素，不過真正引發組織變革的內部原因，通常是為因應外部環境的刺激及改變，而民營化的主要目的在於減少政府對經濟面的干預，增加事業的自主性，以提升國營事業的經營績效，因此造成國營事業組織變革，而國營事業的組織變革受市場環境、政府管控與國會審查及監督等外部因素的影響頗鉅，比較起政府機關與私人企業的組織變革更為複雜。 本研究的主要目的是透過對中華電信個案的實證研究，著重於瞭解引發國營事業組織變革的外部因素及面對組織變革所產生的內部阻力，其組織變革較私人企業的困難點為何，而領導者在組織變革決策執行過程扮演重要的角色，分析不同領導者所擁有交易型領導風格的工作特質與魅力型領導風格的關懷特質程度差異，對國營事業組織變革的阻力及組織變革的推動之影響為何，期望對尚未有重大組織變革或民營化的國營事業在推動組織變革時有所助益。 本研究認為「高交易型工作特質、高魅力型關懷特質」的領導風格有助於國營事業組織變革的推動與克服組織變革過程的阻礙，讓國營事業的組織變革可以順利的執行。

This research studied the issue of whether transactional leadership or charismatic leadership can overcome better the resistance to organizational changes involved in the privatization of public enterprises. Privatization can reduce interferences from government and enhance the performance of public enterprises. However, privatization often involves changes in the status quo of institutional governing forces which are often resisted by organizational members. The resistance to the changes in privatization proves to be more difficult to overcome than the resistance to the organizational changes in private business. I used the case of Chunghwa Telecom to examine what difficulties are encountered in the process of privatization of public enterprises, what factors contribute to the resistance to organizational changes occurred in privatization, and whether the transactional or transformational leadership can overcome better the resistance to organizational changes. The qualitative data of the case showed that the leaders who possessed dual style of leadership—both transactional and transformational leaderships performed better than the leaders with singular style of leadership—either transactional or transformational leadership in overcome of the resistance to the changes in privatization.