| Summary: | 碩士 === 國立勤益科技大學 === 企業管理系 === 105 === Over 70% of the listed companies in Taiwan, whether they are at stock exchange market or over-the-counter market, are family-run businesses. To achieve sustainable operation, family-run business mostly uses its leadership style and shaping of organizational culture to enhance company performance. The main challenge that listed family-owned companies and the owner of the enterprise faces is to have a win-win situation for investors, directors and employees.
There are four research objectives of this study: (1) to categorize the leadership style, organizational culture and company performance of current family-run business. (2) to analyze the influence of different leadership styles on company performance. (3) to analyze the effect of different organizational culture on company performance. (4) to investigate the relation between leadership style and organizational culture.
This research focuses on in-depth interviewing with non-family members of listed family-owned companies. By analyzing the interview details, we can develop nine propositions of the relationship between the leadership style, organizational culture and company performance of listed family-owned business.
The findings show that there is a cause and effect relationship between the organizational culture and the leadership style of the owner in a family-run business. Moreover, the leadership style has a positive correlation impact on company performances. Therefore, the owner of a family-run business has the ability and authority in shaping the organizational culture, and has a management manner to cultivate talents regardless of the degree of intimacy to the family members. By empowering external experts based on trust, not only internalizes the organizational culture and generates organizational commitment to the external experts, but also responds accordingly to the ever-changing market and leads to sustainable operation.
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