The Relationship between Corporate Culture and Employees’ Work Attitudes and Performance: Leadership Styles as Moderators

• Main Authors: Wen-Ting Cheng, 鄭雯婷
• Other Authors: Luo Lu
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/kajw7u

碩士 === 國立臺灣大學 === 商學研究所 === 103 === The aim of the present study is to explore the influence of corporate culture and leadership styles on work results – employee’s work attitudes and job performance. In addition, we also examined the moderating effects of leadership styles on the relationships between corporate culture and work results. This study uses bureaucratic culture, innovative culture and supportive culture raised by Wallach (1983) as the types of culture discussed, and transactional leadership and transformational leadership posed by Burns (1978) as the leadership styles. Using structured questionnaires, we collected data from 663 employees from one single organization in Taiwan. Hierarchical regression analysis showed that both corporate culture and leadership styles had positive effects on job satisfaction and organizational commitment. Furthermore, leadership styles partly moderated the relationship between corporate culture and employee’s work attitudes and job performance. In the era of competitive business environment and the flourishing of humanism, companies pay close attention to not only performance but also employee’s work attitudes. Corporate culture and leadership styles make vital contribution to the elevation of work results. Consequently, companies are advised to build their own culture which fits strategies. Leaders are advised to utilize more on transformational leadership and also change their styles under different culture environment.