本研究旨在瞭解臺北市公立幼稚園園長人格特質與團隊領導能力之內涵與現況，探討其兩者之間的關係，進而探討臺北市公立幼稚園園長人格特質對團隊領導能力的影響。 本研究方法主要為訪談法以及問卷調查法，問卷調查樣本以臺北市公立幼稚園園長及教師為研究對象，共500位，樣本回收290份，回收率為58%，可用樣本為287份，可用率為57.4%。研究工具為「臺北市公立幼稚園園長團隊領導能力調查問卷」，主要包括兩大部分，首先是參考Saucier(1994)所編製的「Mini-Markers」(五大人格特質精簡量表)，經翻譯與題意修正後發展成適用於國內的「臺北市公立幼稚園園長人格特質量表」，第二，則是自編之「臺北市公立幼稚園園長團隊領導能力量表」。本研究所使用的統計方法包含描述性統計分析、單因子變異數分析(One-way ANOVA)、皮爾森積差相關(Pearson’s product -moment correlation)、逐步多元迴歸分析(Stepwise Multiple Regression)等方法進行分析。根據研究結果與分析後歸納之研究結論如下： 一、臺北市公立幼稚園園長人格特質與團隊領導能力的內涵及現況 (一)臺北市公立幼稚園園長人格特質包含活潑外向、友善隨和、負責認真、情緒穩定、經驗敞開等五大向度；其整體和分向度得分均為中上，其中以「友善隨和」得分最高，「經驗敞開」得分最低。 (二)臺北市公立幼稚園園長團隊領導能力包含核心領導能力、團隊塑造能力、人際智能與問題解決能力等三大向度；其整體和分向度得分均為中上，其中以「人際智能與問題解決能力」得分最高，「團隊塑造能力」得分最低。 二、不同背景變項在臺北市公立幼稚園園長人格特質與團隊領導能力之差異情形 (一)不同背景變項在臺北市公立幼稚園園長人格特質的得分方面：研究發現在最高學歷、園長年資及園所規模有顯著差異，年齡和服務年資沒有顯著差異。 (二)不同背景變項在臺北市公立幼稚園園長團隊領導能力的得分方面：研究發現在園所規模有顯著差異，而年齡、最高學歷、服務年資、園長年資等方面無顯著差異。 三、臺北市公立幼稚園園長人格特質與團隊領導能力之相關情形 臺北市公立幼稚園園長整體人格特質與整體團隊領導能力之間呈顯著高度正相關(r=.810，p＜.01)，人格特質各分向度與團隊領導能力各分向度之間皆呈顯著正相關。 四、臺北市公立幼稚園園長人格特質對團隊領導能力之預測情形 臺北市公立幼稚園園長人格特質之經驗敞開、負責認真、友善隨和、活潑外向等聯合四個向度對整體團隊領導能力、核心領導能力、團隊塑造能力有顯著的預測力，而經驗敞開、友善隨和及負責認真等聯合三個向度對人際智能與問題解決能力有顯著的預測力，其中團隊領導能力及其分向度皆以經驗敞開最具預測力。 最後，本研究根據研究發現，提出相關建議，俾供臺北市教育行政機關、臺北市公立幼稚園園長以及後續研究參考。 / The main purpose of this study was to investigate personality traits and team leadership competencies of directors for public kindergarten in Taipei City, and to explore the relationship between personality traits and team leadership competencies, and to discuss personality traits how to influence team leadership competencies. The survey method included interview and questionnaires investigation. Participants in this study were teachers and directors for public kindergarten in Taipei City, and the number of participants were 500, and 290 samples(58%) were retrieved, and 287 valid samples(57.4%) were used in this study. The measures included Mini –Markers that made by Saucier (1994) and team leadership competencies questionnaire that made by author. Data were analyzed by description statistics, one-way ANOVA, Pearson’s product -moment correlation and Stepwise Multiple Regression. Based on the statistics analysis of the questionnaire, this study finds reaches the following results: A.In the aspect of personality traits and team leadership competencies of directors for public kindergarten in Taipei City: 1.The personality traits include five parts: (1) Extraversion, (2) Agreeableness,(3) Conscientiousness,(4) Emotional stability,(5) Openness to Experience. The perception of directors and teachers were above average agreement of the five parts. For directors, the best dimension is “Agreeableness”, and the worst dimension is “Openness to Experience”. 2.The team leadership competencies include three parts: (1) Core Leadership,(2) Team Building,(3) Interpersonal Intelligence and Problem-Solving. The perception of directors and teachers were above average agreement of the three parts. For directors, the best dimension is “Interpersonal Intelligence and Problem-Solving”, and the worst dimension is “Team Building”. B.The influences of personality traits and team leadership competencies of directors for public kindergarten in Taipei City: 1.Personality Traits: highest educational degree, years of director service, and school size have significant influences on personality traits. But director’s age and years of service do not have any significant influences. 2.Team Leadership Competencies: school size has significant influences on team leadership competencies. But director’s age, highest educational degree, years of service, and years of director service do not have any significant influences. C.In the aspect of relationship between personality traits and team leadership competencies of directors for public kindergarten in Taipei City: 1.There is a significant and positive correlation between personality traits and team leadership competencies. 2.Personality traits (Extraversion, Agreeableness, Conscientiousness, Openness to Experience) do promote team leadership competencies, especially Openness to Experience.

本研究目的在於探討：(1)團隊之領導模式；(2)團隊領導對團隊表現的影響；(3)團隊領導對集體效能的影響；以及(4)集體效能之中介效果。研究採問卷調查方式進行，以團隊為單位進行資料分析，有效樣本共計100組團隊，包括主管100位，團隊成員246位。研究結果顯示：（一）在團隊表現的影響方面，民主式領導的團隊表現較權威式領導的團隊來的優良；（二）在團隊表現的影響方面，主動式領導的團隊表現較被動式領導的團隊來的優良；（三）在團隊表現的影響方面，「主動—被動」對「民主—權威」不具調節作用，即「主動—被動」與「民主—權威」對團隊表現的影響無交互作用存在；（四）集體效能的一致性對於團隊表現不具有顯著的影響力，但對於團隊整體的集體效能則具有正向影響效果，即一致性高集體效能也愈高；（五）對於集體效能的影響，主動式領導所產生的集體效能高於被動式領導；（六）集體效能與團隊表現具有正向關係，當集體效能愈高時，團隊表現也愈佳；（七）集體效能在團隊領導對團隊表現的中介效果方面，僅在團隊領導對團隊績效的影響中具有中介效果，而對團隊態度與團隊合作方面，則不具有中介效果。本研究最後則針對研究結果進行綜合性討論，並針對研究討論所得之結果，提出研究的可能限制、後續相關研究建議、以及實務應用之建議。

本研究以團隊研究的角度探討創新的過程，進而去探討比較深入的團隊互動細節。本研究希望能夠將創新過程與團隊研究進行整合與對話，從中了解到團隊研究對於創新有何助益，而創新過程中不同的團隊因素之間又有何關聯性存在著？進而對我國企業未來進行創新過程時能有所助益。 研究對象的選擇方面，經由研究者立意評估之後，決定選擇「iBook與蘋果電腦協同設計個案」、「國豐Monitor品牌經營個案」、「華宇PMP之商品開發個案」、「華宇LCD Monitor商品開發個案」作為本研究之研究個案，原因簡述如后。 iBook與蘋果電腦協同設計個案： 爭取到蘋果電腦的合作意向之後，持續進行協同設計達五年之久。從創意發想到進行提案，成功爭取蘋果電腦首肯同意合作，並且開始進行iBook的細部開發，面對先進技術的未知性，面對及時上市的壓力，最後成功在市場上獲得好評。該公司當時只是成立不到一年的新公司，面對大廠環伺，該公司如何能夠勝出進行創新過程？以小搏大是本案例的獨特性，更能帶給新創業者不一樣的啟示。 國豐CRT Monitor品牌經營個案： 從無到有推出自有品牌，在傳統CRT螢幕被LCD取代之前穩占世界前五大品牌。從創意發想到確定構想，進而進行跨團隊合作，整合不同國家的人員進行創新過程，並且成功在市場上獲得一席之地。如何在眾家CRT競爭之下脫穎而出，值得深入進行探討。 華宇PMP商品開發個案： 華宇當時決定進行PMP產品的開發，在全無類似產品開發的經驗下，持續近一年之久。從創意發想到產品研發與製作，都是公司先前沒有經驗的領域，而且過去的華宇是以筆記型電腦代工為主，對於PMP產品並沒有接觸。華宇是個代工廠，且以筆記型電腦代工為主力，在這樣情境下的創新過程，會是怎樣轉折值得探討。 華宇LCD Monitor商品開發個案： 華宇在PMP商品開發失敗後，決定事業部化，遂成立視訊事業部專司LCD Monitor研發。捲土重來，雖然PMP失敗了，但是LCD卻成功，其中的原因為何？歷經一次失敗後，成功熱銷LCD Monitor之過程，浴火重生經驗值得研究。 本研究之個案均有獨特的背景與環境，研究者針對團隊研究之因素進行分析，找到各個團隊因素之間的關聯性後，以此進行本研究個案之研究探討，最後並作出結論與提出建議。 / This research will look at the process of “creativity to product” from the angle of team research. Team research focuses on confirming the interconnection of the factor such as the relationship between the leader and follower, the relationship between knowledge sharing and the innovation, etc. I decide to choose “Cooperating design of iBook and Apple computer”, ” Kuofeng monitor brands perating”, ”Arima’s PMP products development”, and “Arima’s LCD monitor development” as the cases studies for this research. The result of the cases I listed above. Cooperating design of iBook and Apple computer： From idea to proposal and finally the permission, ibook has cooperated with Apple computer for five years. Although faced with pressure and uncertainty, iBook finally was popular in the market. Encountered with many strong manufacturers, iBook was just a new company open less than one year. Its success in that kind of predicament can set a good example for the innovative industries. Kuofeng CRT monitor brands operating: Starting the brand from scratch, Kuofeng was always the top five brands before LCD replaced CRT monitor. From idea to realization, and then team work, they integrate the perators from different countries and different field, and successfully gain a place in the market. It completely experienced the process so that it also fit the criteria of comparability. Arima’s PMP products development: Arima wanted to find a way out by developing a new product, which was PMP. However, Arima did not possess the specialists of PMP related-products, neither did the industry. Though many adversities, what caused the final failure? I will elaborate this in my paper. Arima’s LCD monitors development: After the failure of PMP, the company became profit-centered. One of the unit specialized in developing the the LCD monitor.They did not have the experience but still developed the product received huge success. Compared with the failure of PMP, what cause the final success of this product? However they all have different background, direction and environment. How will these factors affect the result is worth doing research on it.The structure of this research is reflecting on the literatures, and focusing on the team factors to analyze, and using these results to study the cases.