第五章 討論與建議
第六節 管理實務上的意涵
從功能論的立場來看，角色分工似乎是合理的，情感角色使女性以溫柔、
體貼等等來輔助男人對於工具角色的扮演和追求。乍看之下，一個「互助」
的社會似乎相當完滿，但是此論點的最大缺失在於明顯貶低女性的地位，純 粹以男性主導一切為出發點。長久以來，女性角色被侷限在家庭中，他們必 須承受來自社會外界對於母職形象的期望，但女性特質在領導上的卓越之處，
仍然是不可抹滅的。女性容易於放下身段，以協商討論的方式取得所有人的 同意、願意以傾聽諒解的方式，設身處地為他人著想。
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在非科層式的組織當中，「人」才是組織中的重心，所以領導者要的是「影 響力」而非「權力」。而且女性大多身兼職業婦女與家庭主婦雙重角色、擁有 照顧與關懷的天性，不但能以職場專業領導者的角度思考，更能同時變換角 色以不同的立場進行多重考量進而做出決策，如此縝密的心思應更能滿足大 多數人的需求。當女性進入職場、擁有更多升遷至管理、領導職位的機會時，
女性角色與領導角色無法完全結合在一起的問題就會越頻繁地出現。或許未 來將會出現一個全新的領導模式，結合了有效領導與女性化、關心照顧的特 質，這個受女性性別期望影響的領導模式將磨平女性角色與傳統領導角色不 一致的問題，使得女性在擔任領導者時獲得更多敬重、能夠與男性站在同樣 的起跑點。
藉著上述研究的資料我們可以得知，在職場中的女性人數是日趨增長、
女性領導者是正在逐漸被接受、可能與男性擁有相同地位的。 隨著全球化的 發展，現今職場的女性受到性別歧視知覺相對減少許多，而且性別對於升遷 發展的影響也日益減少。雖然在某程度上來說，女性領導者受阻的問題還是 存於公司組織內，但企業為求其自身利潤與永續發展，「唯才是用」已然是抗 衡性別歧視的現象。國內已有部分研究指出，有關性別歧視知覺的部分，對 於女性升遷的發展並無顯著的影響（陳銘薰、吳文傑及呂秋霞，2005）。在過 去的研究中，歸因理論回應了 Lynch 與 Post（1996）所提出：由於現代社會 男、女的教育與機會大致相當，工資差距已日漸縮小，若將某些變數控制，
可以發現玻璃天花板可能並不完全是性別的歧視，而可能是個人的選擇。現 今的組織結構已經從過去機械式、科層式，強調效率的組織，轉變為有機式、
扁平化，強調彈性的組織，女性擔任領導角色亦對組織產生正面的衝擊。此 時，若是組織能夠給與適度的協助，例如：給予公平的機會、破除玻璃天花 板、提供完整的訓練、規劃生涯發展等等，相信必定會讓更多優秀的女性領 導者發揮其專業能力，也能同時增進個人與組織的發展，呈現雙贏的成果。
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由於過去的研究大多探討阻撓女性成為領導者的負面因素、女性領導者 的負面知覺或是性別刻板印象所造成的種種負面影響等等，而忽略了其實有 更多女性現在是站在領導者的位置上，期盼能獲得更好、更完善的發展。本 研究對於兩性高效能領導者的優勢與成功關鍵的詳盡描述，可同時提供男性 與女性工作者職涯發展的重要參考依據，同時也能做為企業組織在進行領導 者培育與訓練時的重要參考依據。研究結果發現，高效能的女性領導者可以 展現出堅韌、有魄力、威嚴的領導行為，而高效能的男性領導者亦能展現出 關懷他人、合作共治的領導行為，能提供職場中的領導者作為領導行為修正 的依據。
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附錄一 領導效能主觀評判指標量表
一、 工作滿意度量表
1. 整體而言，公司的獎酬、福利制度能滿足我的需要。
2. 公司的績效、考核結果能實際反映出我的工作表現。
2. 公司的績效、考核結果能實際反映出我的工作表現。