請用此 Handle URI 來引用此文件：
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/101267完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 堯里昂 | zh_TW |
| dc.contributor.advisor | Leon van Jaarsveldt | en |
| dc.contributor.author | 馬睿思 | zh_TW |
| dc.contributor.author | Marius Morgenweg | en |
| dc.date.accessioned | 2026-01-13T16:09:11Z | - |
| dc.date.available | 2026-01-14 | - |
| dc.date.copyright | 2026-01-13 | - |
| dc.date.issued | 2025 | - |
| dc.date.submitted | 2025-12-30 | - |
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/101267 | - |
| dc.description.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。 | zh_TW |
| dc.description.abstract | 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. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2026-01-13T16:09:10Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2026-01-13T16:09:11Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | Acknowledgment ii
摘要(Chinese Abstract) iii Abstract v Table of Contents vi List of Tables x List of Figures xi List of Abbreviations xii 1 Introduction 1 1.1 Background and Motivation 1 1.2 Significance of Leadership Competencies in Taiwan’s Offshore Wind Sector 2 1.3 Structure of the Thesis 3 2 Background 6 2.1 Global Industry Background and Leadership in Renewable Energy Projects 6 2.1.1 Global Energy Transformation and Megaprojects 6 2.1.2 Global Offshore Wind Industry and Taiwan’s Significance 6 2.1.3 Cross-Cultural Leadership Competencies in Taiwan’s Offshore Wind Projects 9 2.1.4 Cultural Complexity, Challenges, and Leadership Needs 11 3 Literature Review 13 3.1 Balancing Technical Competence and Broader Competencies 16 3.2 Challenges in Taiwan’s Cross-Cultural Project Teams 18 3.2.1 Rapid Growth of Taiwan’s Offshore Wind Energy and Challenges 18 3.2.2 Reliance on Expatriates and Local Talent 19 3.2.3 Challenges in Multicultural Teams 20 3.2.4 Critical Role of Leadership in Multicultural Project Teams 23 3.3 Leadership Effectiveness in Context 24 3.3.1 Universal vs. Culturally Adaptive Leadership Competencies 24 3.3.2 Expatriates vs. Local Leadership Effectiveness 26 3.3.3 Leadership Expectations and Influence on Team Motivation and Performance 27 3.4 Role of Mediation in Explaining Organizational and Psychological Mechanisms 29 3.5 Cultural Complexity, Research Gaps, and Research Questions 30 4 Frameworks for Leadership Effectiveness in Multicultural Offshore Wind Projects 35 4.1 Introduction 35 4.2 Cultural Dynamics: Hofstede’s Dimensions (as Supporting Framework) 36 4.3 Edgar Schein’s Organizational Culture Model 37 4.4 Self-Determination Theory (SDT) 39 4.5 Cultural Intelligence (CQ) 40 4.6 CQ and SDT with Contextual Frameworks 41 4.6.1 Central Role of Cultural Intelligence (CQ) 41 4.6.2 Central Role of the Self-Determination Theory (SDT) 42 4.6.3 Organizational Context through Schein’s Model (supported by Hofstede) 43 4.7 Contemporary Theoretical Frameworks for Leadership Effectiveness 44 4.7.1 Schwartz’s Theory of Basic Human Values 44 4.7.2 Inglehart’s Cultural Change Model 45 4.7.3 Dynamic Capabilities Theory 46 4.7.4 Institutional Logics Theory 46 5 Methodology 48 5.1 Introduction 48 5.2 Mixed-Methods Research Design 48 5.3 Quantitative Method: Survey Design 51 5.3.1 Survey Instrument Development 51 5.3.2 Survey Questions 53 5.4 Qualitative Method: Interview Design 55 5.4.1 Interview Framework Development 56 5.4.2 Interview Questions 56 5.5 Data Analysis Procedures and Triangulation 57 5.5.1 Quantitative Analysis Approach 59 5.5.2 Qualitative Analysis Approach 62 5.6 Reliability, Validity, and Ethical Considerations 63 5.6.1 Reliability 63 5.6.2 Construct Validity 64 5.6.3 External Validity 64 5.6.4 Statistical Validity 65 5.6.5 Ethical Considerations 65 6 Results 67 6.1 Characteristics of Samples and Industrial Context 67 6.2 Reliability and Construct Validation 69 6.3 Distribution Quality and Suitability for Parametric Analysis 69 6.4 Leadership Dynamics in Multicultural Project Teams: Correlational Landscape 70 6.4.1 Correlation Matrix Overview 71 6.4.2 Theoretical Alignment of Correlations 71 6.4.3 Implications on Leadership Effectiveness 72 6.5 Direct Effects and Control in the Regression Analysis 73 6.5.1 Model A: Effect of CQ on Leadership Effectiveness (LE) 74 6.5.2 Model B: CQ’s Effect on Self-Determination - Mediation Path (a) 76 6.5.3 Model C: SDT’s Effect on LE (Mediation Paths b + c′) 78 6.5.4 Model D: CQ’s Prediction of Organizational Culture (OC) 79 6.5.5 Model E: Organizational Culture (OC) Predicting Leadership Effectiveness (LE) 81 6.5.6 Model F: Serial Mediation via SDT and OC on Leadership Effectiveness 83 6.5.7 Integrative Overview of all Models A–F 86 6.6 Qualitative Interview Results 87 6.6.1 Cultural Intelligence (CQ) – Adapting Leadership to Communication Norms 87 6.6.2 Self-Determination Theory (SDT) – Motivation Driven by Supported Autonomy and Competence 88 6.6.3 Organizational Culture (OC) – Culture Shaped by Leadership Behaviors89 6.6.4 Leadership Effectiveness (LE) – Technical Guidance, Psychological Support, and Cultural Adaptation 91 7 Discussion 94 7.1 Reconfirming Theories: CQ, SDT, and OC in Practice 94 7.2 Addressing Research Gaps Identified in Literature 99 7.3 Leadership Effectiveness in Context 100 8 Conclusion and Implications 102 8.1 Summary of Key Findings 102 8.2 Discussions of Key Findings 103 8.3 Implications 105 8.4 Limitations and Future Research 107 References 110 Appendix A: Survey Questionnaire 131 Appendix B: Semi-Structured Interview Guides 134 Appendix C: Coded Interview Transcripts 138 Appendix D: Interview Codebook and Thematic Analysis 179 Appendix E: Statistical Analysis Outputs 186 | - |
| dc.language.iso | en | - |
| dc.subject | 文化智商 | - |
| dc.subject | 領導效能 | - |
| dc.subject | 台灣離岸風電產業 | - |
| dc.subject | 組織文化 | - |
| dc.subject | 檢驗自我決定理論 | - |
| dc.subject | Cultural Intelligence | - |
| dc.subject | Leadership Effectiveness | - |
| dc.subject | Taiwan Offshore Wind Industry | - |
| dc.subject | Organizational Culture | - |
| dc.subject | Self-Determination Theory | - |
| dc.title | 跨文化領導：台灣離岸風電產業中的跨文化領導能力研究 | zh_TW |
| dc.title | Cross-Cultural Leadership Competencies: Leaders in Taiwan’s Offshore Wind Industry | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 114-1 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 簡睿哲;林嘉薇 | zh_TW |
| dc.contributor.oralexamcommittee | Bryan Jean;Joy Lin | en |
| dc.subject.keyword | 文化智商,領導效能台灣離岸風電產業組織文化檢驗自我決定理論 | zh_TW |
| dc.subject.keyword | Cultural Intelligence,Leadership EffectivenessTaiwan Offshore Wind IndustryOrganizational CultureSelf-Determination Theory | en |
| dc.relation.page | 204 | - |
| dc.identifier.doi | 10.6342/NTU202504860 | - |
| dc.rights.note | 未授權 | - |
| dc.date.accepted | 2025-12-31 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 企業管理碩士專班 | - |
| dc.date.embargo-lift | N/A | - |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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