| Summary: | 碩士 === 國立東華大學 === 管理學院高階經營管理碩士在職專班 === 99 === After the maturation of global economy system, it has become less possible for any individual, organization or business to attain competitive advantages on its own. In this era, how to reinforce the power of teamwork has become a challenge faced by many leaders. Teamwork involves with a wide range of aspects – from leadership personality, leading style, leading type, follower’s personality, follower’s style, follower’s pressure, organizational culture, task structure and working atmosphere – all of which are significant factors affecting team performance.According to Burns (1978), transformation leadership arouses members’ self-consciousness through the addressing a higher level of vision and value system during the process of organization reformation. And this is precisely what the leaders of sales department in Chunghwa Telecom should consider about in order to encourage their employees. Chunghwa Telecom has succeeded in developing an extremely efficient telephone marketing troop. With its outstanding performance, it has been highly valued by top managers. Participating in this telephone marketing team, which has been an honor for me, inspire me to do this research. With personal experience and observation as research targets, this research reviews former researches to develop its own analysis model and tools for further empirical research. Analyze the questionnaires dispatched to employees with SPSS 17.0 and AMOS 5.0 to examine the relation among transformational leadership, work attitude and performance.
Focused on outsourced telephone marketing workers in Chunghwa Telecom, this research discusses transformational leadership and three variables of work attitude – Job satisfaction, Job involvement, Organizational commitment - and their relationship with job performance. Furthermore, this research probes into the role of these three variables as being the mediator variables between transformational leadership and job performance.As the result of this research, when taking transformational leadership as the variable of job performance, the correlation between both is positive. However, the coefficient is lower than it between three variables of work attitude and job performance. In addition, the correlation between three variables of work attitude and transformational leadership has been found positive with further regression analysis. This result verifies the claim of Parry (2000) that transformational leadership represents an efficient leadership which transforms subordinates’ mind to a higher level with motivation and the willingness to practice. It is also showed that the relation of transformational leadership with job performance is influenced by the mediator variable effect of work attitude. According to the empirical research, job satisfaction is the mediator variables between transformational leadership and task performance, while organizational commitment as the mediator variables between transformational leadership and contextual performance.
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