Transformational Leadership and Organizational Commitment：the moderating effect of Organizational Culture

• Main Authors: Huai-En Chang, 張懷恩
• Other Authors: Yi-Chang Chen
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/17175187404566083329

碩士 === 明道大學 === 管理研究所 === 95 === In this rapid-changing society, a leader takes a heavy responsibility on organizational survival and development. How to consolidate an enterprise’s intellectual capital by promoting employees’ organizational commitment and molding the organization culture is also a vital research topic. In this topic, however, the focuses are “Will a leader’s leadership style effect the employees’ organizational commitment?” and “Will the organizational culture effect a leader’s leadership style as well as the employees’ organizational commitment?”. The above focuses will be the research indicators, in which an empirical analysis will be conducted on the employee, and a correlation among Transformational Leadership, Organizational Culture and Organizational Commitment will be investigated. This topic mainly focuses on studying the relationship between variables, such as Transformational Leadership, Organizational Culture, and Organizational Commitment. The survey method is questionnaire. The main object of the survey is the employee in a textile manufacturer in Ho Chi Minh City, Vietnam. A total of 500 questionnaires were sent out and 392 were returned. After discounting 41 invalid questionnaires, the valid questionnaires are 351 and the valid response rate is 70.2%. The hypotheses of this research were divided into 6 categories: 1. Transformational Leadership was positively correlated with Emotional Commitment. 2. Transformational Leadership was positively correlated with Continuing Commitment. 3. Transformational Leadership was positively correlated with Normative Commitment. 4. Bureaucracy was the Confounding Variable of Transformational Leadership and Organizational Commitment. 5. Innovative Culture was the Confounding Variable of Transformational Leadership and Organizational Commitment. 6. Culture Support was the Confounding Variable of Transformational Leadership and Organizational Commitment. As the statistical analysis tool in this research, SPSS performed a descriptive statistical analysis, reliability analysis, t-test analysis, and ANOVA/Regression analysis against the sampling information. The main findings of analysis are: 1. The hypothesis that Transformational Leadership was positively correlated with Emotional Commitment was partially valid. 2. The hypothesis that Transformational Leadership was positively correlated with Continuing Commitment was partially valid. 3. The hypothesis that Transformational Leadership was positively correlated with Normative Commitment was partially valid. 4. The hypothesis that Bureaucracy was the Confounding Variable of Transformational Leadership and Organizational Commitment was partially valid. 5. The hypothesis that Innovative Culture was the Confounding Variable of Transformational Leadership and Organizational Commitment was partially valid. 6. The hypothesis that Culture Support was the Confounding Variable of Transformational Leadership and Organizational Commitment was partially valid.