Influence of Leadership Styles of the Military Officers at the Company Level on Turnover Intention towards Sergeants: Personality Traits as Moderator Variable

• Main Authors: Chang,Shan-chih, 張善智
• Other Authors: Shao-Hsi Chung
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/kd6yug

碩士 === 美和科技大學 === 經營管理研究所 === 101 === Since Regular and Reserve Two-pronged System conducted in 2004, both recruit and education recall training have become the core missions of the recruit training units. Under the circumstances of such a heavy task, the leadership styles of the military officers at the company level do affect those under their commands as well as the missions conducted. Insufficient non-commissioned officers (NCOs) even degrade the qualifications of missions conducted in the recruit training units. The issue to be dealt with is how to keep those who are qualified for retirement stay for further service. In this sense, this paper, taking Army recruit training unit in Tainan area as an example, aims to discuss the influence of the leadership styles of the military officers at the company level on the NCOs’ turnover intention. The NCOs personality traits are used as moderator variable; through which, the major elements that influence the turnover intention of the sergeants are expected to be explored. This research uses the Morgan sampling method to conduct questionnaire survey from the selected 134 sergeants. T-test, One-way ANOVA, Correlation and Regression Analysis are used to analyze the results which may explain the interrelationships of the variables. This paper finds that the turnover intention most easily goes to those selected samples who are sergeant-rank, serving for 1 through 3 years, college-graduated, unmarried, and aged under 25-year-old. The transformational and transactional leadership styles of the military officers at the company level have most significant effect on the turnover intention of the NCOs. The different personality traits of the NCOs do have different tension towards their turnover intention. As a result, military officers should perform proper leadership through both transformational and transactional ways to effectively ease the NCOs’ turnover intention.