本研究旨在探討區公所的公務人員對直屬長官實施轉換型領導時的評價之差異性、對行政績效上的評價之差異情形，及探討轉換型領導與行政績效間之關係。
本研究之實證調查部份，採用問卷調查法，以台北市各區公所的公務人員為研究範圍，針對12行政區公所採分層比例隨機抽樣法，以55％之比例為抽樣基準，總計抽取795份樣本進行施測，取得回收有效問卷714份。研究問卷內容包含員工個人基本資料、轉換型領導量表及行政績效量表。問卷調查資料運用電腦統計套裝軟體SPSS for Windows 10.0版，以描述性統計分析、t檢定、單因子變異數分析、及Person積差相關係數等統計分析方法進行資料處理。
本研究經實證分析，歸納結論如次：
一、就「轉換型領導」各構面平均數比率的得分情形而言，其中以「理想化的影響力」得分最高（71.02%），其次依序為「個別化的關懷」（68.16%），「交易領導」（68.10%），得分最低的為「才智的激發」（68.03%）。
二、就「行政績效」各構面平均數比率的得分情形而言，其中以「組織目標達成程度」得分最高（82.67%），其次依序為「組織資源運用程度」（81.76%），「員工服務品質」（80.53%），得分最低的則為「領導滿意度」（69.70%）。
三、個人基本屬性對直屬長官在實施轉換型領導時的評價之各構面之差異情形，其中因年齡、機關年資、主管或非主管、職等、是否於私人企業服務過與機關別的不同而有顯著差異。
四、個人基本屬性對行政績效的評價之各構面之差異情形，其中因年齡、公務員年資、機關年資、主管或非主管、職等、是否於私人企業服務過與機關別的不同而有顯著差異。
五、轉換型領導與行政績效呈現高度正相關。
最後，本研究依據研究結果提出若干建議，做為後續研究之參考。
關鍵字：轉換型領導、行政績效 / Using the civil servants in the twelve district offices of Taipei City as a sample space, this study aims to probe their evaluations for transformational leadership and the administrative performance. Also, it investigates the relations between the transformational leadership and the administrative
performance of the civil servants.
This study uses questionnaire survey as the research method. Research samples come from the civil servants in the district offices of Taipei City. The samples are selected by stratified random sampling method. 55 percent of the personnel from each sampled department form the sample space. 714 out of 795 distributed samples are successfully returned. The questions in the questionnaire include personal information and the quantifiable measurements for both the transformational leadership and the administrative performance. Obtained data are then processed with SPSS for Windows 10.0. The performed processes include the analysis of Descriptive Statistics Analysis, the t-Test, the
One-Way ANOVA and the Pearson Product Moment Correlation .
After the empirical analysis, we have come to the conclusions as below:
1. On the mean ratio of transformational leadership facet, the idealized influence wins the highest points (71.02%) , with the individualized consideration seconds to it (68.16%), followed by the transactional leadership
(68.10%), and the intellectual stimulation (68.03%).
2. On the mean ratio of administrative performance facet, the organization goal achievement comes on top with 82.67%, with the organization effectiveness resource using seconds to it (81.76%), followed by the service quality of
employee (80.53%) and the leadership satisfaction (69.70%).
3. The responses of employee on the transformational leadership differ significantly according to their ages, departments, serving years in the current organization, positions (manager or non-manager, scale of positions),
and whether have served in private business or not, classified in agency.
4. The administrative performance also differs significantly due to their ages, departments, serving years in the current organization, positions (manager or non-manager, scale of positions), whether have served in private business
or not, classified in agency and the total serving years.
5. In general, the transformational leadership and the administrative
performance are positively related.
With this study, the author intends to come up with a result that provides
some help to the related researches in the future.
Keyword：transformational leadership , administrative performance
| Identifer | oai:union.ndltd.org:CHENGCHI/G0093921074 |
| Creators | 高秋鳳 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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