領導與激勵在都市更新團隊的應用研究

Abstract

都市更新是一個具有高不確定、高複雜、高耗時與低成功率卻又不得不進行的土 地開發整合事業。願意加入都市更新整合工作的成員通常有比較高的成就需求, 在都市更新團隊這樣的任務特性之下,只有交易式領導是不夠的,只有轉換型領 導又不切實際。研究顯示,當資質平庸的成員與其任務奮戰時,聰明的領導者總 是能適時幫忙。相反地,資質平庸的領導者則會抵銷高能力團隊的效能。因此, 找出合適領導都市更新團隊者的人格特質,調整出有效的領導型態,使用正確的 激勵方式,才能增強都市更新團隊的整體效能。 轉換型領導本質上與魅力領導、願景領導是相同的。領導者企圖在轉換的過程中 影響跟隨者的價值觀或動機,使跟隨者提升到較高的層次。魅力領導透過對願景 的提出、溝通與激勵以引發跟隨者的熱情、不再侷限於關注自我利益,轉而為團 隊或組織的利益而努力等步驟來發揮領導效能,這個過程就是一種轉換過程。而 交易型領導是轉換型領導的基礎,同一領導者若能同時展現出轉換型與交易型兩 種領導風格,其所能產生的部屬努力與團隊績效會超過僅用交易型領導時所產生 的。一項評論87個有關轉換型領導的研究顯示,轉換型領導更能激勵與滿足跟隨 者,而且能讓他們有更高績效,更知覺到領導者效能。和交易型領導相比,轉換 型領導和較低的離職率、較高的生產力、較低的員工壓力與疲憊,及較高的員工 滿意度之間呈現更強的相關。 本研究受訪公司以權宜獎賞的方式為基礎,提供適當報酬,促其員工達成目標。 除此之外,領導者有方向、有熱情、有挑戰、有關懷,用這四個轉換的手段來帶 領團隊,試圖讓部屬更認同這個公司,不那麼計較短期內都市更新案是不是能夠 成案,而願意持續不斷地投入。財務誘因在短期內較具激勵效果,長期而言,非 財務誘因更能激勵人心。具有高成長需求的員工,對於工作中包含豐富核心構面 的感受性會比低成長需求的員工更強。證據顯示,工作豐富化雖然未必能提高關 鍵生產力,但能降低曠職與離職成本,提高工作滿足感。當任務特性有工作績效 的回饋及酬償系統不佳的情況時,引進工作豐富化最能發揮效益。受訪公司透過 四個途徑,對其團隊成員發揮內在激勵的效果,分別是建立雇主品牌,強化團隊 凝聚力、扁平化組織設計,鼓勵同仁自我發揮、累積小成功,增強集體信念及掃 除工作障礙,提高團隊功效。 都市更新是城市發展必然的過程,也是改善市民居住環境與生活品質的重要手段。 台北市的都市更新事業發展正處於成長期,但政府、地主與實施者三方的關係依 然還在磨合階段。過程中,居民意見整合效能尤其有很大的改善空間。本研究希 望對更新團隊的效能有提升的效用,能為復甦都市機能,改善居住環境,增進公 共利益做出貢獻。

Urban renewal is a land developing and integrating enterprise with characteristics of high uncertainty, complexity and time consuming but low success rates, and yet it is an inevitable process of Taipei city. Members who are willing to join an urban renewal-integrating team usually have a higher need for achievement. Under the task characteristics of the urban renewal team, transactional leadership alone is not enough, transformational leadership alone is also unrealistic. Studies have shown that when mediocre members struggle with its mandate, experienced leaders always provide timely help. Conversely, mediocre leaders may offset the superior team’s performance. Therefore, finding a suitable personality for urban renewal team leaders, adjusting it to an effective leadership style, using adequate incentives are crucial to enhance the overall effectiveness of an urban renewal team. Transformational leadership is essentially the same as charismatic leadership and vision leadership. Leaders attempt to influence followers’ values and motives in the process of conversion to take the followers to a higher level. Charismatic leadership is through vision, communication and incentives to induce raising followers’ enthusiasm in order to make efforts for the benefit of the team or organization, and not just focusing on self-interest. This process is a kind of transformation. Transformational leadership builds on top of transactional leadership. If one leader who can display the combined two leadership styles at the same time, he will produce higher levels of subordinates’ effort and team performance than that of transactional leadership alone. A review of 87 case studies on transformational leadership reveals that transformational leadership can inspire and satisfy the followers even more, and raises their performance and perceptivity about the leader’s effectiveness. Compared to transactional leadership, transformational leadership has much stronger correlation with lower staff turnover, higher productivity, lower employee stress and fatigue, and higher employee satisfaction. In this study the surveyed companies are based on the method of contingency reward to provide adequate remuneration, and to promote employees achievement of their goals. In addition, the leaders with the four conversion means, i.e. idealized influence (direction), inspirational motivation (passion), intellectual stimulation (challenge) and individual consideration (care), to lead the team to make employees feel more affiliated with the company, therefore continuing to focus on the ultimate success of the project over the long term. Financial incentives may be motivating more effectively in the short term, but in the long run, non-financial incentives inspire people even more. Employees with high growth needs are more likely to experience the psychological states when their jobs are enriched, and respond to them more positively than their counterparts with low growth need. Although the evidence on job enrichment does not necessarily indicate the improvement on critical productivity, however it does reduce absenteeism and turnover costs and increase satisfaction levels. When the circumstances encounter poor feedback and a bad reward system, introducing job enrichment into the task works most effectively. The surveyed companies have taken four steps to stimulate their team members’ intrinsic motivation, which are: building up employer’s brand name to enhance team cohesion; flattening the organization to encourage self-achievement; accumulating small successes to enhance collective confidence, and removing any obstacles to improve effective team performance. Urban renewal is an inevitable process of urban development and also an important means to improve city residents living environment and quality. Taipei's urban renewal development is in a growth period, but the relationship among government, landowners and implementers still remains at the phase of trying to reach common goals. In the process, private land assembly efficiency particularly has room for improvement. This study hopes to enhance work team effectiveness by leadership and motivation to restore urban functions, improve living environments and to make a contribution to the industry and the public.