策略領導對組織績效之影響－以學習型組織為中介變數

The Impacts of Strategic Leadership on Organizational Performance: Taking Learning Organization as the Intervening Variable

陳銘薰(Ming-Shiun Chen)；郭莉真(Lih-Jen Kuo)

策略領導 ； 學習型組織 ； 組織績效 ； 組織文化 ； 知識管理 ； strategic leadership ； learning organization ； organizational performance ； organizational culture ； knowledge management

企業管理學報

63期（2004 / 12 / 01）

27 - 66

繁體中文

二十一世紀是個知識社會，也是個知識經濟時代。在這樣一個時代，由上而下的控制領導已不再適用。取而代之的，是融合了傳統式個人領導和現代式團隊領導的嶄新領導風格。一方面，領導者必須針對既存的系統、文化及產品，尋求漸進式的改善；另一方面，領導者必須具備策略性的思考能力，執行策略性計畫，以重塑全新的組織文化，提昇組織績效，如此才能在複雜且又快速變遷的環境中帶領組織邁向成功。而透過知識管理途徑所建立的學習型組織，能促使組織成員發展出不斷學習和創新的能力。然而，學習和創新必須透過策略領導所發展出來的使命和願景的激勵和引導，才能孕育出組織生存發展所需的核心競爭力。 為了證實策略領導、學習型組織與組織績效之關係，有必要發展出一套可供實證調查的分析架構及工具。鑒於國內外對此主題的研究尚屬起步的階段，故本研究先以文獻探討為主，發展出理論分析架構，再研擬適當的調查工具，透過問卷設計，請各公司資訊部門的主管評估其組織最高管理階層之領導風格，推動學習型組織的程度，以及組識的績效等，以檢驗策略領導和學習型組織與建立高績效組織之關係。 在本研究中，以轉換型領導作為策略領導的代理變數，結果驗證了領導風格的一致性和延伸性，更凸顯轉換型領導構念在領導相關議題研究上的先導性。而策略領導將取代過去的領導概念，成為符合策略管理之領導風格的代名詞。 本研究實證了學習型組織與組織績效之間、策略領導與學習型組織之間，均存在正向關係；而策略領導對組織績效之影響是透過學習型組織的中介效果。 在組織情境因素方面之研究結果顯示，「公司型態」、「員工人數」、「公司成立的歷史」、和「是否已經建置電腦化的知識管理系統」，分別對策略領導、學習型組識與組織績效的變異等有特定的影響。其中最具有正面影響的，首推「是否已經建置電腦化的知識管理系統」。 本研究的整體分析架構，經實證檢驗結果具有高度的解釋力，研究構念之間的關係，也大都獲得證實，不僅對後續研究極具參考價值，且研究發現對於管理實務亦具有重要意涵。

The old style of leadership which grew out of the Industrial Era, is being replaced by the newer leadership styles that match the realities of the Knowledge Era. Control leadership from the top is no longer sufficient for today's corporation. A newer leadership more suitable to present demands of the Knowledge Era, that blends traditional individual leadership style with team leadership. On the one hand, leaders are gradually improving current systems, culture, and products. On the other hand, they are shaping new organizational culture to increase their organizational performance by having strategic thinking capabilities and implementing strategic plans. The core competence of organizations, that consist of innovative and learning capabilities are nurtured through knowledge-management-based learning organization motivated and guided by the missions and visions of strategic leadership. This study empirically examined the relationship among strategic leadership, learning organization, and organizational performance. Given the fact that this subject was rarely researched, this study first developed an original analytic framework through an extensive literature review. A sample of high raking officials in charge of information technology departments was drew to test the validity and liability of the research questionnaire, and a full scale of survey was followed to empirically test the research hypotheses. This study adopted transformational leadership as the proxy variable of strategic leadership and applied the Multifactor Leadership Questionnaire (MLQ) developed by Bass and Avolio. The dynamic of strategic leadership was well represented by the concept of transformational leadership, as other trend constructs of leadership, such as charismatic and visionary leadership. The results of this study revealed that there were significant relationships between learning organization and organizational performance, and between strategic leadership and learning organization. However, the impact of strategic leadership on organizational performance was totally phased out by the intervening effect of learning organization. The entire research framework was proved to be a very suitable analytic scheme for the study of the subjects, the relationships among research constructs were also found mostly significant. The result not only provides valuable leads to further studies, it also reveals important implications for managerial practices.

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