跨文化領導：台灣離岸風電產業中的跨文化領導能力研究

Abstract

本研究旨在探討在台灣快速發展且具戰略重要性的離岸風電產業中，領導者為有效管理多元文化專案團隊所需具備的核心領導職能。為回應關鍵研究缺口，本研究分析**文化智商（Cultural Intelligence, CQ）對領導效能（Leadership Effectiveness, LE）之影響，並檢驗自我決定理論（Self-Determination Theory, SDT）心理需求滿足（自主性、關聯性、勝任感）與組織文化（Organizational Culture, OC）**在此高壓且多元文化專案環境下的中介作用。 本研究採用混合研究法（Mixed-Methods）。量化資料透過問卷方式蒐集，共回收150份來自離岸風電專業人士的有效樣本，涵蓋離岸專案建置與試運轉階段之本地與外籍團隊成員，以及不同職務角色與專案參與階段。資料分析方法包括階層迴歸模型（Models A–D）與序列式中介分析（CQ → SDT → OC → LE），以評估CQ對領導效能之直接效果、間接效果與增額解釋力。為提升研究的情境適用性與解釋深度，本研究亦透過八場半結構式專家訪談進行結果三角檢證，補充領導行為、溝通調適、團隊動機與文化整合等關鍵實務觀察。 研究結果顯示CQ為領導效能之顯著預測變項，並證實一項穩健的序列式中介路徑：CQ透過提升SDT心理需求滿足，進一步促成支持效能發揮的組織文化，最終強化領導效能與團隊表現。本研究最終提出一項以證據為基礎的領導職能藍圖（Leadership Blueprint），將統計與訪談結果轉化為符合台灣離岸風電專案規範與文化脈絡的可行領導實務指引。 研究結論指出，當組織系統性地將CQ納入領導人才發展，並制度化導入SDT導向的自主支持與明確邊界之領導實務，可提升專案執行可靠度、跨文化協作凝聚力與團隊所有權認同，進而強化多元文化工程專案在高壓交付條件下的成功機率。本研究提出之領導藍圖亦具可遷移性，可應用於全球再生能源基礎建設專案中，同時面對文化複雜度與執行交付壓力之領導場域。

This research examines leadership competencies for managing culturally diverse project teams in Taiwan’s rapidly emerging offshore wind industry. Addressing critical research gaps, the study investigates how Cultural Intelligence (CQ) influences Leadership Effectiveness (LE) and examines the mediating roles of Self-Determination Theory (SDT) and Organizational Culture (OC) in a multicultural and high-pressure project environment. A mixed-methods design was adopted. Quantitative data were collected through surveys from 150 industry professionals, covering both local and expatriate employees across different project phases and organizational roles. These data were analyzed using hierarchical regression (Models A–D) and a serial mediation analysis (CQ → SDT → OC → LE) to assess direct and indirect effects of CQ on LE. For explanatory depth, the results were triangulated with eight semi-structured expert interviews, which provided contextualized insights into how leaders’ behavior can affect project success within Taiwan’s offshore wind projects. The findings indicate that CQ is a significant predictor of LE. The results identify a serial mediation pathway: CQ improves LE through psychological needs satisfaction associated with SDT (autonomy, relatedness, and competence), which subsequently shapes a supportive OC. This thesis culminates in an evidence-based leadership blueprint, which translates empirical findings into practical guidance for leadership in Taiwan’s offshore wind projects. Organizations that embed CQ-driven leadership with SDT-aligned autonomy-supporting guidance can increase execution reliability, cross-cultural cohesion, and team ownership. The result is a future-ready leadership blueprint applicable to culturally complex offshore wind projects.