領導風格與組織承諾關係之干擾效果探討

The Boundary Effects of the Relationship between Leadership Style and Organizational Commitment

本研究主要探討組織氣候對於主管領導風格與員工組織承諾之間關係的干擾效果，亦即探討領導風格對組織承諾的影響效果，是否會因組織氣候的不同而不同。研究發現員工在面對參與式或說服式的領導風格時，其組織承諾高於面對告知式或放任式的領導風格。本研究將組織氣候分為關係氣候、獨立創新氣候與職掌結構氣候等構面。結果發現關係氣候的涉入將會抵銷關係導向領導風格對組織承諾的影響力；而不論組織中獨立創新氣候程度的高低，關係導向的領導風格能顯著影響組織承諾；最後，我們發現職掌結構氣候程度的高低，並不干擾領導風格影響組織承諾之過程。

In recent years, due to the wages and the land cost rise significantly, the labor-capital conflict and the money game is in vogue which causes the root change of the social values. It is also affected by the feeling and attitude of the work people, and they do not work as earnest and serious as before. However, the royalty of the company is still dropping. The loyalty of staffs is the core spirit of the organization commitment. The aims of this research include: (1). the interaction of leadership and organizational commitment, and (2). the influence of the organizational climate to the organizational commitment and leadership. There are four styles of leadership: telling(the “high work” and the “low relations”), selling (“the high work” and “the high relations”), participating(“the low work” and “the high relations”), and delegation(“the low work” and “the low relations”). They are sorted by two axis, task-behavior and relationship-behavior. This research found out that the participating-typed and selling-typed leadership lead to higher organizational commitment than the other two types. Besides, this research found the influence of the organizational climate. There are three types of organizational climate, the relational climate (friendship & support), the innovative climate (independent & innovation), and task-structure. The relational climate moderates the effect of organizational commitment caused by relationship-behavior leadership. However, the other two types of climate do not moderate nor help.