A Study on the Leadership Behavior,Situational Factors and Leadership Effectiveness:An Example of Taiwan Power Company

• Main Authors: TZENG HORNG-SHANG, 曾鴻祥
• Other Authors: 蘇國楨
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/79690277273992033863

碩士 === 義守大學 === 管理科學研究所 === 91 === This study aims discuss the interaction among leadership, situational factors and leadership effectiveness. To begin with, the study reviews reference literature on evolution of leadership theories in the West, Chinese leadership, environmental theories and leadership effectiveness, which are expected to build up the study framework, 3 basic hypotheses and the table of quantity for development and research. This study relates to a test on a total of 27,233 3mplyees in Taiwan Power Company. A by-level random test conducted in the 6 divisions produced 307 successful samples. A test of the hypotheses is then conducted using descriptive statistics, single-factor variable analysis, Pierson analysis, and logistic analysis among others. In the study, leadership behavior (including the role of monarch, parent and mentor) is set as the self-variable while the situational factor (including leader-member relations, leader position power and task structure) as interfering variable. Besides, to build up the Chinese-characterized 3D leadership, leadership effectiveness (degree of accomplishment of targets set by organization, member satisfaction) are set as driven variable, being the Fiedler situational factor a plus. Such a model is capable of interpreting the driven variables up to more than 70%, making itself a sound leadership mode for local executives. The following are the conclusions: 1.Female leaders, leaders of higher education and leaders of between 46 to 55 years of age tend to materialize their leadership by playing the role of monarch, parent and mentor in a more successful fashion and receive higher leadership effectiveness in return. 2.Executive leadership, situational factor and leadership effectiveness are 3 interactive frameworks. 3.Without interference of situational factors, an advanced leadership of playing the role of monarch and parent does help accomplish targets of the organization. 4.Without interference of situational factors, an advanced leadership of playing the role of mentor and parent does improve member satisfaction. 5.Leader-member relations mostly determine impacts produced by leadership behavior in the degree of target accomplishment. Smooth leader-member relations would help a leadership behavior having a major role of parent and minor role of mentor accomplishes organization targets. 6.Impacts produced by leadership behavior in the degree of member satisfaction are mostly dictated by task structure, position power and leader-member relations. In a task of advanced structure would help a leadership behavior having a major role of parent and minor role of mentor. The more the position power becomes, the easier the leadership behavior having a major role of parent and minor role of mentor would help improve member satisfaction.