An Evaluation of Perceived Cultural Differences, Transformational Leadership and Employees' Job Performance in Container Shipping Companies

• Main Authors: Chi-ChangLin, 林繼昌
• Other Authors: Chin-Shan Lu
• Format: Others
• Language: en_US
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/g8km34

博士 === 國立成功大學 === 交通管理學系碩博士班 === 101 === This study aims to evaluate the effects of perceived differences of national culture on employees' job performance based on Hofstede's national culture framework. Data are collected from employees worked in oversea branch offices or agents in the context of container shipping company. Based on factor analysis, five cultural difference dimensions are identified, namely, power distance, collectivism, uncertainty avoidance, masculinity, long-term orientation, whereas three transformational leadership dimensions are also identified: Charisma-inspiration, individual consideration, and intellectual stimulation. In addition, two individual related performance are also identified, namely, task and contextual performance in this study. In addition, ANOVA results find that perceived cultural differences exist between employees and their foreign managing directors from the perception of employees. A hierarchical regression analysis is undertaken in this study. Results indicate that perceived cultural difference dimensions such as uncertainty avoidance and collectivism, and long-term orientation have a positive influence on job performance, whereas power distance and masculinity have a negative influence on job performance. The study also investigates the moderating effects of transformational leadership. Results reveal that transformational leadership strengthen the positive effects of uncertainty avoidance, collectivism, and long-term orientation and weaken the negative effects of power distance and masculinity on job performance.