交易型領導、轉換型領導對工作投入之研究－以組織認同為中介變項

The Relationships between Transactional Leadership and Transformational Leadership and Job Involvement: The Mediating Effect of Organizational Identification

王則閔(ZE-MIN WANG)；丁學勤(SYUE-CIN DING)

交易型領導 ； 轉換型領導 ； 工作投入 ； 組織認同 ； Transactional Leadership ； Transformational Leadership ； Job Involvement ； Organizational Identity

輔仁管理評論

31卷3期（2024 / 09 / 01）

56 - 93

繁體中文;英文

主管的領導行為對組織運作的影響，多年來一直是組織行為學的重要研究方向之一，優秀的領導者會引領員工，激發其工作投入。但除了領導者之外，員工的工作投入程度似乎也受到對組織認同影響。本研究以新北市地區現職員工為對象，探討領導類型（交易型領導與轉換型領導）、組織認同與工作投入的關聯性，透過問卷調查方式蒐集資料，再以結構方程模式驗證其脈絡關係。本研究藉由對主管之交易型領導、轉換型領導與工作投入中，探討組織認同扮演之中介角色，提供建議作為強化個體工作投入之動機，提升組織競爭優勢之參考。研究結果發現：交易型領導對員工的工作投入有正向影響，但轉換型領導卻無顯著影響；組織認同分別在交易型領導、轉換型領導與工作投入的關係上具有中介效果。此結果可提供組織作為領導策略的參考依據，並作為實務政策制訂參考。

The impact of supervisors' leadership behavior on organizational operations has been one of the important research directions of organizational behavior for many years. Excellent leaders will lead employees and stimulate their work commitment. But in addition to leaders, employee engagement seems to be influenced by identification with the organization. This study takes current employees in the New Taipei City area as objects, and explores the relationship between leadership types (transactional leadership and transformational leadership), organizational identity, and work engagement. Data are collected through questionnaires, and then the structural equation model is used to verify the contextual relationship. This study explores the intermediary role of organizational identification in supervisors' transactional leadership, transformational leadership, and job engagement, and provides suggestions as a reference for strengthening the motivation of individual work engagement and enhancing organizational competitiveness. The results of the study found that: transactional leadership has a positive impact on employee work engagement, but transformational leadership has no significant effect; organizational identification has a mediating effect on the relationship between transactional leadership, transformational leadership and work engagement. The results can provide a reference for the organization as a leadership strategy and as a reference for practical policy formulation.