領導型態、隱含組織結構與組織承諾之關聯性研究－以500大公民營企業為例

Abstract

本研究檢證：臺灣地區500大公民營企業員工對領導型態與組織承諾之關聯性，受隱含組織結構之調節效應為何。本研究的具體作法為：以臺灣地區141家大型企業為樣本，就彼等之領導型態、隱含組織結構、與組織承諾進行問卷調查，並就取得之資料進行信度分析、因素分析、相關分析、調節迴歸分析、F和T檢定，因而取得如下之主要實證結果：就臺灣地區500大公民營企業全體、公營和民營而言： 1.在相同的部份：各別的領導型態均一致地與組織承諾呈正相關。 2.在相異的部份：「有機」組織結構與組織承諾的相關上，對全體企業而言呈負相關，民營、公營企業則呈正相關；只有對全體企業而言，指揮式領導與有機組織結構交互作用對組織承諾的作用較顯著，民營、公營企業則較不明顯。

The study examined the correlation between leadership style and organizational commitment under the influence of implicit organization structure for employees on the top 500 public and private enterprises in Taiwan. The concrete approach of the research is based on a sample of l4l large enterprises of Taiwan and conducting survey by collecting information concerning leadership style, implicit organization structure, and organizational commitment of each surveyed enterprise. After conducting reliability analysis, factor analysis, correlation analysis, moderated regression analysis, F and T tests, the major conclusions drawn from those materials are as follows: As far as all top 500 enterprises, the public enterprises and private enterprises in Taiwan are concerned, l.For the same parts： individual leadership style and organizational commitment are positively correlative . 2.For the different parts: the correlation between “organic” organization structure and organizational commitment is negative for all enterprises but positive for the public and the private enterprises. For all enterprises, the interaction of commanding leadership and organic organization structure has obvious impact on organizational commitment; however, the impact for the public and the private enterprises is more ambiguous.