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論文名稱(中文) 轉換型領導與分行績效關係之研究 -「察覺、動機、能力」觀點
論文名稱(英文) A Study of the Relationship between Transformational Leadership and Firm Performance: The Awareness-Motivation-Capability
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士在職專班
系所名稱(英) Institute of International Management (IIMBA--Master)(on the job class)
學年度 99
學期 2
出版年 100
研究生(中文) 吳金儒
研究生(英文) Chin-Ju Wu
學號 ra7981199
學位類別 碩士
語文別 英文
論文頁數 44頁
口試委員 指導教授-林豪傑
召集委員-張國義
口試委員-莊智薰
口試委員-鄭至甫
中文關鍵字 轉換型領導  學習氣候  分行績效  察覺  動機  能力觀點 
英文關鍵字 Transformational leadership  Learning climate  Unit performance  Awareness-motivation-capability perspective 
學科別分類
中文摘要 本研究根據動態競爭的「察覺、動機、能力」觀點探討轉換型領導、競爭知覺對組織學習氣候的影響,進而討論分行績效。該研究藉由討論轉換型領導、競爭知覺和組織學習氣候擴展「察覺、動機、能力」觀點的研究範疇。

此研究根據188間金融銀行樣本驗證假說,研究結果顯示轉換型領導對組織學習氣候有正向關係並有助於提升分行績效。雖然在此研究中,競爭知覺對於轉換型領導及學習氣候沒有造成干擾的影響,但對於學習氣候有直接的正向影響關係。
英文摘要 Building on the competitive dynamics perspective, or specifically the awareness-motivation-capability (AMC) perspective, this study examines the effect of the interplay between transformational leadership (as a manifestation of capability) and competitive awareness on learning climate (as a manifestation of motivation), which in turn brings about heterogeneous financial advantage for the branches of a bank. Research results based on the large data collected from a commercial bank’s national branches support most of our hypotheses. Specifically, transformational leadership can advance a learning climate which in turn promotes financial performance of bank branches. Although competitive awareness does not play a moderating role, it produces a direct effect on learning climate. The study extends the AMC perspective and competitive dynamics theory by examining unit performance of a bank within the broad contexts of executive leadership, collective learning and sense-making on the business environment.
論文目次 ABSTRACT I
ACKNOWLEDGEMENTS III
TABLE OF CONTENTS IV
LIST OF TABLE VII
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motives. 1
1.2 Research Objective. 4
1.3 Research Procedure. 4
CHAPTER TWO LITERATURE REVIEW 6
2.1 Theoretical Background: AMC Perspective. 6
2.2 Research Variables. 9
2.2.1 Competitive Awareness. 9
2.2.2 Learning Climate as a Manifestation of Competitive Motivation. 10
2.2.3 Transformational Leadership as a Manifestation of Competitive Capability. 11
2.2.4 Unit Performance. 13
2.3 Relationship among Research Constructs. 15
2.3.1 Transformational Leadership and Learning Climate. 15
2.3.2 Competitive Awareness, Transformational Leadership and Learning Climate. 15
2.3.3 Learning Climate and Unit Performance. 16
2.3.4 Transformational Leadership and Unit Performance. 16
2.3.5 Learning Climate, Transformational Leadership and Unit Performance. 17
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 18
3.1 Conceptual Framework. 18
3.2 Hypotheses to be Tested. 19
3.3 Construct Measurement and Questionnaire Design. 19
3.3.1 Transformational Leadership. 19
3.3.2 Learning Climate. 20
3.3.3 Competitive Awareness. 21
3.3.4 Unit Performance. 22
3.3.5 Questionnaire Design. 23
3.4 Sampling and Statistical Analysis 23
3.5 Data Analysis. 24
3.5.1 Reliability Test. 24
3.5.2 Interrater Reliability Test. 24
3.5.2 Validity Analysis. 25
CHAPTER FOUR RESEARCH RESULT 28
4.1 Correlation Analysis. 28
4.2 Results of Hierarchical Regression Analysis. 29
4.2.1 Relationships among Competitive Awareness, Transformational Leadership and Learning Climate. 29
4.2.2. Relationships among Transformational Leadership, Learning Climate and Unit Performance. 30
CHAPTER FIVE CONCLUSION AND SUGGESTION 33
5.1 Discussion of Research Results. 33
5.1.1. Test of Research Hypotheses. 33
5.1.2 Discussion of Major Findings. 34
5.2 Theoretical Implications. 36
5.3 Managerial and Practical Implications. 37
5.4 Limitations and Future Directions. 38
5.4.1 Limitations. 38
5.4.2 Future Directions. 39
REFERENCES 40
APPENDICES 43
Appendix 1: Questionnaire for Chinese Version 43
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