員警知覺主管領導風格對自身工作滿意度之影響－以航空警察局保安警察大隊為例

Abstract

本研究旨在探討警察人員知覺主管領導風格對自身滿意度之影響，以我國內政部警政署航空警察局保安警察大隊外勤基層警察人員為研究對象，採用量化研究之問卷調查法，參考多元因素領導量表與明尼蘇達工作滿意度量表，將對主管領導風格感知分為轉換型領導、交易型領導及放任型領導，工作滿意度則分為內在工作滿意度及外在工作滿意度，並納入個人基本變項做為控制變項，總計回收209份有效樣本，經使用SPSS統計軟體進行描述性統計分析、相關分析與多元迴歸分析，研究結果發現：（1）員警對於三種主管領導風格感知皆呈現中上程度，以對轉換型領導感知程度最高，其次為放任型領導，對交易型領導感知程度相對最低；（2）員警內在工作滿意度平均高於外在工作滿意度；（3）員警感知主管放任型領導風格對其內在工作滿意度有顯著正向影響；（4）員警感知主管轉換型領導風格對其外在工作滿意度有顯著正向影響；（5）員警職稱差異對內在工作滿意度有顯著影響；（6）員警於分隊服務之年資對外在工作滿意度有顯著負向影響。 根據上述研究發現，本研究提出相關研究建議：（1）培養警察主管適時採用轉換型與放任型領導風格；（2）藉由定期職務與轄區輪調以改善工作滿意度下降問題；（3）針對不同職稱設計相對應的勤務內容與激勵措施，以提升警員工作滿意度。

This study aims to examine the effects of police officers’ perceptions of supervisory leadership styles on their job satisfaction. The research focuses on police officers serving in the Security & Patrol Police of Aviation Police Bureau's under National Police Agency in Taiwan. A quantitative research design was employed using a questionnaire survey. Drawing on the Multifactor Leadership Questionnaire (MLQ) and the Minnesota Satisfaction Questionnaire (MSQ), supervisory leadership styles were classified into transformational, transactional, and laissez-faire leadership, while job satisfaction was conceptualized as comprising intrinsic and extrinsic dimensions. Individual background characteristics were included as control variables. A total of 209 valid questionnaires were collected. The data were analyzed using SPSS, applying descriptive statistics, correlation analysis, and multiple regression analysis. The results indicate that: (1) Police officers’ perceptions of all three supervisory leadership styles were at a moderately high level, with transformational leadership perceived most strongly, followed by laissez-faire leadership, while transactional leadership was perceived at a comparatively lower level; (2) Officers’ intrinsic job satisfaction was higher than their extrinsic job satisfaction; (3) Perceived laissez-faire leadership was positively and significantly associated with intrinsic job satisfaction; (4) Perceived transformational leadership was positively and significantly associated with extrinsic job satisfaction; (5) Differences in rank among police officers had a significant effect on intrinsic job satisfaction; and (6) Length of service within the same unit had a significant negative effect on extrinsic job satisfaction. Based on these findings, this study offers several practical recommendations. First, police supervisors should be trained to appropriately adopt transformational and laissez-faire leadership styles. Second, periodic job rotation and reassignment of service areas may contribute to improvements in officers’ job satisfaction. Third, to enhance police officers’ job satisfaction, duty assignments and incentive measures should be differentiated and tailored to officers in different ranks.