非營利組織主管的轉換型領導、組織承諾與組織效能關係之研究-以台北市的社福慈善基金會為例

• Main Authors: Shen, Chin-Chi, 沈晉吉
• Other Authors: Ting, Dao-Ming
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/u4tr2j

碩士 === 國立臺灣師範大學 === 社會教育學系在職進修碩士班 === 98 === The target of this study is the members of the Social Welfare Foundation. The study focused on the relations between the organizational commitment, learning, and performance of the institute. The purpose of this study was to discuss the current transformational leadership, organizational commitment and organizational performance in the Social Welfare Foundation. and to realize the relationship among the members’ perceptions of the director’s transformational leadership, organizational commitment, and organizational performance in social welfare foundation. To fulfill the purpose, Survey Research was selected as the main method for the study after a related serial study. "The Study Questionnaire of Transformational Leadership, Organizational Commitment and Organizational Performance" was used to collect information, evaluating the content validity and analyzing the items and factors of the pre-test result. This study took the members of the Social Welfare Foundation in Taipei City as the population, and adopted a purposive sample. There were 500 pieces of the pilot and formal questionnaires in all. The effective samples of the study was 378. The collected data was processed with SPSS12.0. Several results were generalized. The results of the analysis are summarized as follows: 1. The transformational leadership of the Social Welfare Foundation received the highest scores in the dimension of "charm or vision" while the lowest scores were in the dimension of "talents enlightening". 2. The consciousness from transformational leadership scores differed according to the backgrounds of the participants. Those who were married, in positions of leadership, volunteers, and older participants scored higher than other groups. 3. The organizational commitment of social welfare foundation got the highest scores in the dimension of "efforts" with the lowest scores in the dimension of "organizational identification". 4. The consciousness from organizational commitment scores differed according to the backgrounds of the participants. Females, those in positions of leadership or with higher seniority, volunteers, participants with higher levels of education, and older participants scored higher than other groups. 5. It indicated significant differences and positive correlations between the transformational leadership and organizational commitment. 6. It indicated significant differences and positive correlations between the organizational commitment and organizational performance. 7. Transformational leadership and organizational commitment are highly predictive of organizational performance. Finally, according to the results of this study, there were some suggestions which were provided to the practice and the study in the future.