團隊文化與教練領導：質化與量化兩種研究途徑
研究生：高三福
指導教授：簡曜輝 教授
莊仲仁 教授
日期：民國90年6月
摘要
直觀上，不同的團隊有著不同的團體行為、語言與決策思考，也就是有著不同的團隊文化。雖然學者曾數度地提到運動團隊文化一詞，但有關運動團隊文化的實徵研究仍付之闕如，相關概念的探討亦極缺乏。有鑑於此，本論文以組織文化的理論為基礎，旨在探討團隊文化與教練領導的關係，經由兩個研究，分別從質化與量化的研究途徑來進行。
研究一是一項歷時三年的質化研究，採人類學式之完全參與觀察法。觀察的對象是一大專運動校隊，由於研究者身兼教練，因此研究一富有行動研究的意涵。研究一的研究問題有二，一、探討在不同階段中，新教練的新文化與舊教練的舊文化是如何地交互影響？繼任教練是如何地鑲嵌價值觀與信念？二、探討文化演化的不同階段，團隊的目標與使命，經歷了什麼樣的轉變？研究一的結果呈現「新、舊任」教練的世代交替，是一個團隊文化承續與轉化之演化過程。此一文化演化的全貌，是一個新、舊文化的衝突與融合之歷程，透過團隊成員之間的衝突與解決，對應出新、舊文化的衝突與融合，鋪陳出以繼任教練為主，一個領導繼承之團隊文化的承續與轉化。而結果亦顯示，團隊文化與邁向奪標之路是有一致性的關係，這意味教練可以透過某些策略和作為，來經營管理團隊的文化，達到團隊奪冠的目標。然而，文化複雜、難以捉摸的特性，使得「經營與管理文化」是一件不容易的事。因此，作為一個教練——領導者，如何帶領團隊面對激烈的競爭與挑戰，是考驗領導者的真正智慧。
研究二是一項大樣本的量化研究，採問卷調查法，主要是探討教練領導、團隊社會化、團隊文化與效能間的關係。研究二的研究假設有二，一、教練領導、團隊社會化、與團隊文化的關係，符合干擾模式。二、團隊文化與效能的關係符合強勢文化模式。研究二主要的測量工具包括：家長式領導、運動團隊社會化、團隊文化價值觀、效能變項的測量。受測的主要對象為台灣地區大專運動團隊1151人，整體而言，研究二的研究結果支持研究假設。
針對研究一與研究二不同取向的研究，本論文以Schultz與Hatch（1996）對文化的觀點，從對照與連結的方式，進行團隊文化與領導的綜合討論。最後，本論文對未來的研究方向，以及團隊領導與管理實務的意涵提出建議。

Team culture and coaches leadership:
Both qualitative and quantitative approaches
Every team has its own group behaviors, languages, and decision making processes in intuition. These are teams cultures. The term "team culture" has been mentioned many times by different sport psychologists. However, there is still no empirical study about this topic. Base on organizational culture, the main purpose of this thesis is focused on team culture and coaches leadership. Two studies in this thesis, both qualitative and quantitative approaches are used in two studies of this thesis.
Study 1 is an ethnological study, complete participant observations. The period of observations is continued for three years long. Research participant is a university's sports team. The role of researcher is a new coach, so action research is emergent in this study. There are two questions in study 1. First, understand the interaction of the new coach's culture and old coach's culture in each stage. Furthermore, how did the new coach embedded his values and beliefs to his team? Second, what happened and changed to team goals and missions in this sports team? The results show the culture change between the new and old coach is a tranzistional and transformational process. The whole picture of this culture evolution is a conflicting and amalgamating through team members' interactions. The cultural evolution is based on the power of new coach, what means a culture tranzistion and transformation under the coaches' leadership succession. The results of study 1 also show a congruent relationship between team culture and team success. This means coaches can manage culture to reach success through strategies and actions. However, culture, a complex and uncontrollable phenomenon, is difficult to be managed in fact. Thus, coach, as a leader, is demanded on his or her wisdom in the extreme competitive and challenge situations.
Study 2 is a mass sample investigative study to study the relationship between coaches leadership, team socialization, team cultures, and effectiveness. There are two hypotheses in study 2. First, the relationships between coaches leadership, team socialization, and team culture is fitted to moderating model. Second, the relation between team culture and effectiveness is fitted to strong culture model. The measurements in study 2 are paternalistic leadership, team socialization, team values, and effectiveness variables. The main subjects are college sports teams athletes in Taiwan and the numbers are 1151. The results support to the hypotheses.
By the way of Schultz and Hatch's culture perspectives (1996), study 1 and study 2 different approaches are discussed in a perspective of connect and contrast. This thesis also suggests to future directions and applications in team leadership and team management.

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