| Abstract: | 在高科技的時代，競爭環境也變得更加困難與快速，為了能夠快速適應外在環境的快速變化，無論個人或是企業組織都必須加強本身應變能力，以因應外在環境的變化，同時將影響程度導致最佳的正向改變。因此，有效的應變與如何在工作中獲得學習，已是企業與員工在人才發展所面臨的重要課題。並且，在環境快速變化的現今時代，組織要穩定且持續的成長，唯有靠管理者及其團隊之間的相互搭配與凝聚共識，再加上不斷地自我要求及學習，才能在快速變遷的衝擊下，適應未來的挑戰。尤其在講求知識與速度的競爭年代中，除了傳統的教育訓練，對組織與員工來說，更重要的是要有高度的自我效能認知，以瞭解學習的目的及應用。同時，對組織來說，有高度自我效能期望的主管或員工，也才會有更佳的組織績效與共同成長環境。本研究以自我效能期望之認知作為主要的研究探討，並以探討高科技產業的中階主管對自我效能期望的認知，來瞭解其領導風格與自我效能感的差異，以及管理者的領導歷程與自我效能轉變及成形之間的關係。同時，本研究採用半結構式訪談研究法，以台灣高科技產業之中階主管為研究對象，在深度訪談後經由次級資料分析與個案彙整發展出相關命題。本研究結果發現，主管的領導特質與風格會影響其自我效能之認知，而主管的領導及成長經驗，亦與其自我效能認知的轉變與成形有密切的關係。由此可知，組織的人才培育不應只是單方面的就職務或課程需求來設計，而應適人、適才的予以引導其自我效能認知與組織目標結合，如此方能培養適任之人才；尤其是身為組織內的中階主管，其肩負承上啟下之重任，若能啟發其正面之自我效能期望之認知，則有助於提升組織整體發展，達到互助學習成長之目的。
In the high-tech industry where fierce competition and rapid environmental shift defines its characteristic, constantly strengthening one’s leadership capacity, both at the individual and the professional level is most crucial in meeting the high standard set by the industry. As such, effective adaptability and sustainable learning capability at work has become one of the most important issues. Moreover, the approach for stable and continuous growth in the volatile world encompasses such abilities to not only be able to coordinate and reach at consensus within one’s working team and/or superior managers, but also to pursue higher goals and proactive learning to adapt to future challenges. Specifically in a time where knowledge and speed are highly emphasized, organizations and their employees need cognitive alignment in terms of the goal and application of on-the-job learning. In the meantime, at the organizational level, managers or employees who have high self-efficiency expectations, are expected to produce better job performance and hence, to create an organization where mutual growing is implemented and sustained.In this thesis, the researcher intends to explore the cognition of manager’s self-expectation of self-efficiency expectation. Altogether five mid-level managers from the high-tech industry in Taiwan were interviewed. The interviews were focused upon their cognition of self-efficiency expectations, the connection between their leadership styles and self-efficiency, and the transformation and maintenance of self-efficiency.The finding shows that the leadership characteristics and styles of managers do have a significant impact on the recognition of self-efficiency, and that there is also a close connection between one’s growth in leadership experiences and the transformation and maintenance of self-efficiency. Thus, it is advised that an organization’s training program should not be restrained to only job position-based or program-based, but also designed to cultivate leader’s cognition of self-efficiency and goals tailored for individual characteristics. Middle level managers in particularly bear the greatest responsibility of being the bridge between higher level management and front-line employees. If, at best, they are able to inspire positive recognition of self-effectiveness at the intra-organizational level, it will no doubt help to advance the development of the entire organization in mutual learning and growing. |
