The Relationship among the Leadership Style, Organizational Culture and Organizational Effectiveness Based on Competing Value Framework — An Empirical Study for the Institute of Technology in Taiwan

• Main Authors: Jui-Ying Sun, 孫瑞霙
• Other Authors: Kung-Mo Kuo
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/42298559998889325645

博士 === 國立臺北大學 === 企業管理學系 === 90 === Abstract The concept of the paradox has received increasing attention in the study of organizational issues. The competing value framework is one of few that allows for an empirical test of some of the central ideas by the paradox perspective. The purpose of this study is to explore the relationship among the principals’ leadership style, school organizational culture and organizational effectiveness from the view of competing value framework. The survey group of this study is composed of 1,350 teachers drawn from 45 institutes of technology in Taiwan. Total number of valid sample is 443 and the return rate of questionnaire is 32.8%. The methodology in statistic analysis adapted by this study includes：descriptive statistics, t-test, ANOVA, LISREL, and cluster analysis. From the data of statistic analysis, the important findings can be briefly summarized as follows：(1) In terms of leadership style, principals of institute of technology has a tendency toward object-oriented style. (2) In terms of organizational culture, institutes of technology tend toward internal bureaucracy. (3) In terms of organizational effectiveness, the score of internal control and internal moral is higher than other measures. (4) The influence of each of four leadership styles on the effectiveness models is different. (5) The influence of each of four culture categories on the effectiveness models has significant difference. (6) The organizational effectiveness of institute of technology can be divided into three groups. The group that it is excellent in all of measures has the characters that principals are skilled in making use of all of eight leadership roles and there is diversiform culture in the schools. (7) The principals’ leadership style of institute of technology can be divided into three groups. Each of those groups has different effect upon the school organizational culture and organizational effectiveness. (8) The organizational culture of institute of technology can be divided into three groups. Each of those groups has different effect upon the organizational effectiveness. Based upon these findings, some suggestions are made for the practical application. The results implicate that competing value framework could explain the operational situation of institute of technology in Taiwan and it could also bring the managers a new thinking direction and analysis. School manager should understand own leadership style and adjust properly, and the management should establish total organizational culture to promote school organizational effectiveness.