A Study on Leadership Style, Subordinate Maturity, Job Characteristics, and Leadership Effectiveness in Manufacturing Industry between Taiwan and Mainland China

• Main Authors: Chi-Kao Chang, 張其高
• Other Authors: Tze-Li Kang
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/19602463628341182765

博士 === 國立彰化師範大學 === 工業教育學系 === 92 === This study was based on the “Chinese leadership model” proposed by Kang Tze-Li (1997) to draw up the statistical table of leadership behaviors, and to complete the statistical table of subordinate maturity, statistical table of job characteristics and statistical table of leadership effectiveness by referring to the literature in Taiwan and other foreign countries. The purpose of this study was to discuss the influence of subordinate maturity, job characteristics and leadership behaviors on leadership behaviors and leadership effectiveness. This study applied the questionnaire survey, took workers in the manufacturing industry as population, and conducted a judgmental sampling survey. Two thousand questionnaires were sent to Shanghai, China. The returning number of the questionnaires was 1,232, with the returning rate of 61.60% while the valid number was 1,055 with the valid rate of 85.63%. In Taiwan, 2,200 questionnaires were sent with the returning number of 1,500 and the returning rate of 68.18%; the valid number of 1,338 and the valid rate of 89.2%. The results of the questionnaires were analyzed by the following statistical methods: factor analysis, T² test, F test, Wilk’s Λ multivariate variance analysis, differentiating analysis, multiple stepwise regression analysis and path analysis. The obtained data were processed and analyzed to test the hypothesis. The results had become the basis for interpreting the data. The specific conclusions and suggestions would work as the reference for leaders in the manufacturing industry on both sides of the strait. According to the statistical and analytical results of the literature review and the questionnaire survey, this study had obtained the following conclusions: 1.Overall, in terms of the significant differences in job characteristics and subordinate maturity on both sides of the strait, the number in Mainland China was higher than in Taiwan. 2.Leadership behaviors and leadership effectiveness of the managers in the manufacturing industry on both sides of the strait were above average. The number of both items obtained in Mainland China was higher in Mainland China than in Taiwan. 3.Workers with different backgrounds in the manufacturing industry on both sides of the strait had significant differences in leadership behaviors and leadership effectiveness. 4.Due to different job characteristics, workers in the manufacturing industry on both sides of the strait had different feelings to leadership behaviors. The tendency was that the more variable, the more complete, and the more profitable the job was, the stronger feelings the workers would have to leadership behaviors. 5.The more mature workers in the manufacturing industry on both sides of the strait tend to have stronger feelings to leadership behaviors. Compared to workers with psychological immaturity and job maturity, workers with psychological maturity and job immaturity had stronger feelings to the leadership styles of the roles of parents and mentors. 6.The stronger feelings to the leadership behaviors of managers, that the workers in the manufacturing industry on both sides of the strait had, would result in the higher leadership effectiveness 7.The leadership behaviors of the three roles, “monarch,”“parent” and “mentor,” of managers in the manufacturing industry on both sides of the strait had differentiating capabilities in job characteristics, job maturity and leadership effectiveness. 8.The leadership behaviors of managers on both sides of the strait had predictability for leadership effectiveness. The leadership behaviors of the “parent” role had the best predictability for workers’ need satisfaction in leadership effectiveness; the leadership behaviors of the “monarch” role had the best predictability for the organizations’ goal achievement in leadership effectiveness; the leadership behaviors of the “mentor” role had the best predictability for the entirety in leadership effectiveness. 9.Workers’job characteristics and subordinate maturity in the manufacturing industry on both sides of the strait had direct influence on leadership behaviors while leadership behaviors had indirect influence on leadership effectiveness.