領導者情緒智力對領導效能、部屬合作行為與組織承諾影響關係之研究

A Study of the Relationships among Leadership's Emotional Intelligence, Leadership Effectiveness, Cooperative Behavior and Organizational Commitment

10.6147/JHRM.2003.0304.01

廖國鋒(Gou-Fong Liaw)；陳素子(Yeh-Yun Lin)

情緒智力 ； 領導效能 ； 合作行為 ； 組織承諾 ； 自我效能 ； 工作控制 ； emotional intelligence ； leadership ； cooperative behavior ； organizational commitment ； self-efficient ； job control

人力資源管理學報

3卷4期（2003 / 12 / 01）

1 - 24

繁體中文

本研究主要探討領導者情緒智力對領導效能、部屬合作行為與組織承諾的影響。自從Salovey ＆ Mayer (1990)提出情緒智力的概念之後，廣泛受到學者的關注與研究，成果相當豐碩，情緒智力主要在強調個人瞭解、處理以及運用情緒，讓生活更充實的一種能力。回顧過去相關學者的論點，大致上對於情緒智力在組織永續經營中扮演了重要角色，均已有一定程度的共識。而過去學者分析的重點，也大都集中在水平層次。例如Abraham (2000)等學者研究的重點主要是從個體的觀點，探討組織成員本身的情緒智力對於工作績效或是組織承諾的影響。有關領導者與部屬關係的垂直層次，在研究的深度與廣度仍有欠缺(Wolff et al. 2002)。因此，本研究主要是整合Abraham (2000)的理論以及Wolff et al. (2002)的觀點，探討領導者的情緒智力對部屬的合作行為、領導效能以及組織承諾的影響。研究結果發現領導者的情緒智力對領導效能、部屬的合作行為以及組織承諾有顯著的正向影響關係，工作控制會強化領導者情緒智力對部屬組織承諾的影響，但是自我效能的干擾效果不顯著。本文最後針對上述研究結果提出管理意涵，以供實務應用之參考。

The main purpose of this paper is to discuss the effectiveness of the relationships among leadership's emotional intelligence, leadership effectiveness, cooperative behavior and organizational commitment. Emotional intelligence has been greatly highlighted & studied since it was initially proposed by Mayer and Salovey (1990)as the ability to understand, regulate, and harness emotions adaptively in the self and in others. Reviewing the vision of related researches, it has been come to a certain conclusion for an important role that emotional intelligence has played in organization-forever-managing. In the past, the key point of these researches had focused on the horizontal-relationship. For instance Abraham (2000) he has highlighted a vision from an individual that the emotional intelligence of all employee would affect the performance or commitment in organization. Some other researches which focused on vertical-relationship between leader and subordinate is not complete either in the depth or breadth (Wolff et al., 2002). Therefore, this paper reviewed and integrated the theories and views which comes from Abraham (2000) and Wolff et al. (2002) to explore the effectiveness of the relationships among leadership's emotional intelligence, leadership effectiveness, cooperative behavior and organizational commitment. As a result from this paper that the emotional intelligence will lead to a positive effectiveness on leadership and cooperative behavior which are directly related to organization commitment. However, job-control will strengthen the effectiveness of leader's emotional intelligence to the subordinate organizational commitment but seems not so sufficient in self-efficient interference. At the final section of this paper we define the management according to those results of above researches and hopefully it can be applied as a practical method on this topic.

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