A Study of the Relationships among Leadership Style, Employee Personality Traits, Job Satisfaction and Job Performance – Case of the Taiwan Power Company

• Main Authors: Hsiao, Shihming, 蕭世明
• Other Authors: Teng, Chiahung
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/01624324788728494678

碩士 === 靜宜大學 === 管理碩士在職專班 === 101 === Taiwan power industry has suffered from the surging costs resulting from the rising international fuel price in recent years. However, the price adjustments didn’t reasonably reflect the soaring fuel costs, leading to enormous losses since 2006. With the inherent fact of being a state-operated enterprise, Taipower assumes the criticism of ineffective administration and chronic underperformance. This research discussed the relationships between the manpower and the achievements in the electric power industry organization. The research employed questionnaire survey method and took the domestic electric power industry staff as the subjects. A total of 372 copies of valid questionnaire were collected from the employees of 13 hydraulic and thermal power plants in Taiwan. The research analyzed and discussed the employees’ perspectives on the relationships of the leadership of supervisors, the employee personality traits, and the job satisfaction with job performance. The purpose is to explore the manpower development in power industry, an industry that is technology intensive and values core technology and experience inheritance. The study found: there is a positive relationship between the personality traits of employee and job performance; there is a positive relationship between the personality of employees and job satisfaction; there is a positive relationship between the leadership of supervisors and job satisfaction; there is a positive relationship between job satisfaction and job performance; there isn’t an obvious relationship between the personal variables of employees and job performance. The research recommends that the firms can, with an adequate harness of employee potentials, make good use of transformed leadership to lead and motivate employees to bring about higher job satisfaction and organizational performance.