Paternalistic Leadership, Organizational Culture, and Leadership Effectiveness:A Study on Taiwanese Businesses in Shanghai

• Main Authors: Shao-Min Liu, 劉紹民
• Other Authors: Wen-Chih Lee
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/f26j98

碩士 === 國立高雄應用科技大學 === 財富與稅務管理系碩士在職專班 === 103 === The cultural features in businesses that are based in Taiwan have caused certain changes within the infrastructure of businesses in mainland China due to the increasing interaction between businesses in the two political and geographical separate entities. One of the features is paternalistic leadership. Whether or not this feature will bring about a preferable development in the management of China-based businesses with a growing body made of employees born in the post-’90s is the first focus of this study. Furthermore, this study also explores the possibility of an optimal leadership pattern that functions well with the evolving corporate environment in China as a reference for the executive staff in Taiwanese businesses. A total of 300 printed questionnaires were distributed between early December, 2014, and early February, 2015 via the Taiwanese business association to executive officers and employees of its member businesses, each of which was allotted 20 questionnaires. Two hundred and seventy eight copies were collected (rate of collection: 92.7%), with 247 effective samples (rate of effective response: 82.3%). With the descriptive statistics analysis, the correlation analysis and the regression analysis, it was found that: 1) paternalistic leadership has a significant influence on organizational cultures, 2) paternalistic leadership has a significant influence on leadership effectiveness, and 3) organizational cultures has significant influences on leadership effectiveness.