The Impact of Leadership Style and Organizational Climate on Employee Performance in the T Company

• Main Authors: Mei-Tsen Chien, 錢美岑
• Other Authors: Tung-Chun Huang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/19601637688297377904

碩士 === 國立中央大學 === 人力資源管理研究所碩士在職專班 === 99 === This study examines the effects of leadership style and organizational climate on employee performance in a mass retailer company. It hopes to contribute on training and developing future store managers by quarrying the best leadership style. The data in this study were collected from questionnaires, sampling from 23 stores of the mass retailer. The sampling target includes each store’s vice managers, section chiefs, personnel staffs and senior staffs. Totally 226 employees returned their questionnaires and 81.8% of the returned questionnaires were verified effective. This research is based on one study of Ohio University(1973), separates leadership behavior into four different types, including coaching, supporting, guiding, and authorizing by compassionate factor and structure factor. And the statistic analysis uses SPSS for Windows software to conduct analysis process. The research found that high compassionate leadership and initiating of structure leadership behaviors will accompany with high organizational climates. Coaching leadership style has positively significant effect on two organizational climates, “standard and identification“ and “risk orientation“. Both coaching and supporting leadership styles have positively significant effects on the warmth and support construct. The results show that employee cooperation may increases when store managers encourage employees to raise their options among the job, employees have clearly task goals, and store managers encourage employees’ innovation and improving suggestions. The two constructs of organizational climates, “responsibility and reward” and “risk orientation”, have positively significant effects on work performance. This implies that employee’s performance would be improved when the employee perceived that the organization is continuously pursuing its innovation. However, the research found that the store manager’s leadership style has no significant effects on employee performance, nor does organizational climate have mediation effects on store manager’s leadership style and employee performance. Standing on the results, the study provides some suggestions about talent development in the future. The research suggests developing store managers into coaching style leaders, with high compassionate and highly structure leadership ability, in order to have most powerful influence on organizational climate. The coaching style leaders can indirectly drive employees to serve customers initiatively, thus can improve employees’ performance and finally strengthen the overall competitiveness of the organization. Besides, fine organizational climate may give more autonomy to employees on job content. Aside from professional knowledge, managers should also try to help employees solving their difficulties on their jobs if possible, thus to increase employees’ perception of organizational support and make employees stay with good impression to the organization.