高階主管之領導風格對員工行為態度影響之研究--以房仲業F公司仲介事業處為例

Abstract

本研究旨在探討高階主管的領導風格對於員工行為態度之影響，期望透過對高階主管領導風格及員工行為態度之間的關係研究結果，提出一些建議與解決方案，並藉由針對這些問題的注意與改進，能提高員工的工作滿意度，進而對工作投入，提升其工作士氣與工作效能，亦能減少組織內耗及降低離職意願。快樂的員工有利於提升團隊績效及建立公司的競爭優勢。 本研究採用行為理論，以俄亥俄州立大學提出之關懷型與定規型兩種領導風格為研究構面，利用個案分析法針對個案公司仲介事業處總經理及集團總經理之領導風格進行研究，分析不同之領導風格對員工行為態度所造成的影響。本研究以房仲業F公司仲介事業處為個案公司，該單位所有員工為182位，同意接受訪談者為165位。 在經過百分比統計分析後，本研究主要發現如下： 1.個案F公司之集團總經理之領導風格為「高定規低關懷」，仲介事業處總經理之領導風格為「低定規低關懷」。 2.上述兩種領導風格對個案F公司員工之行為態度影響均為員工不安全感知覺高、員工之工作滿意度低、員工之工作投入低、員工之離職傾向高，但卻有程度上之差異。綜合言之，在本個案中，「高定規低關懷」之領導風格，員工不安全感相對較高，員工之工作滿意度相對較低，員工之離職傾向相對較高，但是員工之工作投入相對卻較高。

This research is intended to explore the influences in the employees’ behaviors and attitudes from the leadership styles of corporate executives. The findings according to this study help make some suggestions and solutions to address problems and uplift the employees’ job satisfactions. In addition, with these improvements, employees tend to get involved in their jobs deeply, enhance their morale and job efficiencies with less internal friction and resignation willingness. In other words, happy employees can reach the goal of team performance and even build up the company's competitive advantages. The research adopts the behavioral theory with two dimensions of the consideration structure and initiating structure discovered by Ohio State University. Based on case-study analysis, the thesis focuses on the influences in the employees’ behaviors from two different leadership styles of house agency business division general manager and group general manager. The case-study aims at house agency business division in real estate broker F company. Total 182 employees are included in this division and 165 interviewers accomplished the survey. The results from statistics analysis indicate that: 1.The leadership style of the group general manager is “high initiating and low consideration” dissimilar to the “low initiating and low consideration” from house agency business division general manager. 2.The above two leadership styles lead the employees to an unsafe perception, lower job satisfaction and job involvement, higher leaving intention, but there are differences in degree. To sum up, the outcome of “high initiating and low consideration” impacts more seriously than “low initiating and low consideration” except job involvement.