愈來愈多的組織發現團隊提供了一個有效的方法協助組織解決問題、增加員工對組織的認同感、提高員工工作潛能和快速回應環境變遷與顧客需求，又依McGrath(1964)團隊描述性模型(Descriptive Model)有關團隊績效意涵中，發現團隊內互動扮演著重要的中介角色，亦即要提昇團隊績效，先要促進團隊成員間互動，才能達成共同目標，因此，團隊內之領導變得革外重要，然而，傳統的「管理」對於「領導」而言，導致了所謂「管理過度，領導不足」的現象，因此，John P. Kotter(2000)認為組織變革要靠「領導」而不是「管理」，又依著名的組織社會學家李普曼(Jean Lipman-Blumen)所提出整合型領導(Connective Leadership)的概念，強調整合型領導者不是只採用自己過去慣用的一種領導風格，而是能夠綜合多種領導風格。
所以，本研究針對桃園縣消防局30個消防分隊之團隊領導者(分隊長)進行研究，取得團隊成員(隊員)328份有效問卷分析結果如下：
一、團隊領導對於團隊內互動之影響。
(一)轉型領導之魅力領導、激發鼓舞及個別關懷對於團隊內互動之溝通品質具有正相關。
(二)轉型領導之智能啟發、個別關懷對於團隊內互動之協調合作具
有正相關。
(三)交易領導之效績酬償對於團隊內互動之協調合作具有正相關。
二、團隊領導、團隊內互動對於團隊效能之影響。
(一)轉型領導之智能啟發對於團隊績效具有正相關。
(二)轉型領導之激發鼓舞對於團隊績效具有負相關。
(三)團隊內互動之溝通品質、協調合作對於團隊績效具有正相關。
(四)轉型領導之魅力領導對於團隊承諾具有正相關。
(五)團隊內互動之溝通品質、協調合作對於團隊承諾具有正相關。
(六)轉型領導之智能啟發對於團隊滿意度具有正相關。
(七)團隊內互動之溝通品質、協調合作對於團隊滿意度具有正相關。
三、團隊內互動對於團隊領導與團隊效能之中介影響。
(一)團隊內互動之溝通品質對於團隊領導與團隊效能具有中介影響。
(二)團隊內互動之協調合作對於團隊領導與團隊效能具有中介影響。

More and more organizations find that team provides an effective way in helping the organizations solve problems, increase employee’s sense of belonging to the organization, arouse employees’ potential at work and response quickly to environmental changes and customers’ needs. According to MacGrath’s Team Descriptive Model about team performance, team process plays an important role as a medium; that is, to raise team performance, team process should be improved first, then it is possible to achieve the common goal. As a result, team leadership is especially important; however, traditional “management” results in the phenomenon of a surplus of management and a lack of leadership. Therefore, John P. Kotter (2000) thinks that organization innovation depends on “ leadership” instead of “management.” Besides, according to the famous sociologist Jean Lipman-Blumen’s concept of Connective Leadership, he emphasizes a coordinating leader doesn’t adopt the leadership he was used to but integrate various styles of leadership.
Hence, according to this study about 30 firefighting companies in Taoyuan County, 328 questionnaires by the firefighters involved show the following results:
I. Team Leadership’s influences on team process:
1. Transformational leadership’s attributed charisma, inspirational motivation, intellectual stimulation and individual consideration show a positive co-relation with communication.
2. Transformational leadership’s intellectual stimulation and individual consideration show a positive correlation with the coordination and cooperation in team process.
3. Transactional leadership’s contingent reward shows a positive correlation with the coordination and cooperation in team process.
II. Team leadership and team process’ influence on team effectiveness:
1. Transformational leadership’s intellectual stimulation shows a positive correlation with team performance.
2. Transformational leadership’s inspirational motivation shows a negative correlation with team performance.
3. The communication, coordination and cooperation in team process show a positive correlation with team commitment.
4. Transformational leadership’s attributed charisma shows a positive correlation with team commitment.
5. The communication, coordination and cooperation in team process show a positive correlation with team commitment.
6. Transformational leadership’s intellectual stimulation shows a positive correlation with team job satisfaction.
7. The communication, coordination, and cooperation in team process show a positive correlation with team job satisfaction.

書名頁 ……………………………………………………………………… i
論文口試委員審定書 ……………………………………………………… ii
授權書 ……………………………………………………………………… iii
中文提要 …………………………………………………………………… iv
英文提要 ……………………………………………………………………… v
誌謝 …………………………………………………………………………… vii
表目錄………………………………………………………………………… viii
圖目錄 ………………………………………………………………………… ix
第一章 緒論……………………………………………………………………………1
第一節 研究動機與背景……………………………………………………… 1
第二節 研究目的……………………………………………………………… 3
第三節 研究流程……………………………………………………………… 4
第二章 文獻探討………………………………………………………………………5
第一節 團隊與團隊效能……………………………………………………… 5
第二節 團隊領導與團隊效能…………………………………………………20
第三節 團隊領導、團隊內互動及團隊效能之關係…………………………32
第四節 消防團隊之屬性分析…………………………………………………43
第三章 研究設計…………………………………………………………………… 50
第一節 研究架構與變數………………………………………………………50
第二節 研究對象與資料蒐集…………………………………………………55
第三節 研究工具………………………………………………………………56
第四節 研究假設………………………………………………………………65
第五節 統計分析方法…………………………………………………………67
第六節 研究限制………………………………………………………………69
第四章 研究結果…………………………………………………………………… 70
第一節 各變項之相關…………………………………………………………70
第二節 團隊領導對於團隊內互動之預測效果…………………………… 74
第三節 團隊領導、團隊內互動對團隊效能之預測效果……………………78
第四節 團隊內互動對團隊領導與團隊效能之中介影響……………………84
第五章 討論與建議………………………………………………………………… 90
第一節 結果的討論………………………………………………………… 90
第二節 未來的研究方向…………………………………………………… 101
第三節 結論與管理意涵…………………………………………………… 102
第四節 研究貢獻…………………………………………………………… 106
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