The Development of Chinese Leadership Model and its Application in Service Industry

• Main Authors: Kuo-Jen Su, 蘇國禎
• Other Authors: Charles Tze li Kang
• Format: Others
• Language: zh-TW
• Published: 2000
• Online Access: http://ndltd.ncl.edu.tw/handle/98504624861632203982

博士 === 國立彰化師範大學 === 工業教育學系 === 88 === The purpose of this research was to establish the Chinese Leadership Model’s application in the service industry. Documentary analysis was first used to discuss the development of leadership theory, organization culture, Chinese leadership, and theory content of effective leadership so as to establish a basis for the research theory. Next, according to the analysis result of data sources, three types of inventory charts, one each for leadership behavior, organization culture, and leadership effectiveness in the service industry, were created as instruments for gathering empirical data. After the questionnaire was created, scholars with extensive research experience in leadership and testing theory were invited to guide and conduct a pilot test in order to establish the validity and reliability of the research instrument. This research utilized the questionnaire survey method. The sample population was composed of service industry personnel in the Taiwan area. Stratified random sampling was used. A total of 2,275 samples were drawn. Then, questionnaires were mailed out to conduct field test. The number of questionnaires collected back was 1,218, with 1,106 valid ones, a success rate of 53.5%. The research hypothesis was tested on the questionnaire data using a variety of methods including factor analysis, Pearson correlation analysis, multivariate variance analysis, multiple stepwise regression, linear structure relations model, and hierarchy regression analysis. This served as a basis for the explanation of the data. According to documentation and research questionnaires, the following conclusions have been drawn: 1. With service industry organization culture as the intermediary variable, the leadership behavior, organization culture, and leadership effectiveness established under a Chinese-style leadership model achieves the best overall goodness of fit. 2. The various frameworks of leadership behavior perception, leadership behavior expectation, organization culture, and leadership effectiveness of employees in the service industry display a significant positive correlation. The gap between expectation and perception of leadership behavior vis-a-vis the above frameworks shows significant negative correlation. 3. Different backgrounds and situational variables have statistical significance on the five frameworks of leadership behavior perception, leadership behavior expectation, gap between expectation and perception of leadership behavior, organization culture, and leadership effectiveness. 4. The leadership behavior perception and organization culture frameworks of service industry employees have significant predictive ability on leadership effectiveness. 5. The leadership behavior perception of service industry employees has a positive and direct effect on leadership effectiveness. The organization culture formed through leadership behavior has a positive and indirect effect on leadership effectiveness. 6. Service industry background and situational variables, organization culture, and leadership behavior perception each has independent variable effects, mediating effects, main effects and moderating effects on leadership effectiveness. According to the conclusions of this research, the following recommendations are proposed for service industry management: 1. Service industry management should adopt the leadership frameworks of a parent, a mentor, and a monarch in order to increase leadership effectiveness directly. 2. Service industry management should use the leadership frameworks of a parent and a monarch to shape the organization culture so as to raise leadership effectiveness indirectly. 3. Service industry management should stress the parent framework as well as a supportive culture. The mediating effects between the seniority of management and the mentor framework should also be emphasized. 4. Service industry management should grasp employee expectation in order to shorten the gap between leadership behavior expectation and perception. 5. Service industry management should treat subordinates with respect, trust, concern, and care. A positive relationship of mutual respect and trust should be maintained. 6. Service industry management should utilize role demonstration, instruction, and experience sharing to assist the organization and help employees grow. 7. Service industry management should help employees understand organizational norms. Authority as well as reward and punishment measures should be properly applied in order to propel the accomplishment of organizational objectives.