The Relationship among Transformational Leadership, Power Distance, and Job Satisfaction in Taiwan

• Main Authors: Matthew James Hopkins, 何士修
• Other Authors: I-Heng Chen
• Format: Others
• Language: en_US
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/83vc8k

碩士 === 國立中山大學 === 人力資源管理全英語碩士學位學程 === 106 === Transformational leadership is a leadership style largely developed by J.M. Burns and has been the subject of a large body of managerial research. Transformational leaders demonstrate both strength of personality and vision and inspire their followers through motivational strategies such as individual consideration and idealized influence. Power Distance is a concept developed by Geert Hofstede which refers to the extent to which lower ranking individuals within a society or an organization accept or expect an unequal distribution of power within said society or organization. Job satisfaction is a widely researched area of managerial studies and is essentially a measure of how pleased an employee is with his/her job. Job satisfaction can refer to overall satisfaction with a given job, or to satisfaction with individual facets of a job such as supervision, compensation, or coworkers. Previous research indicates a positive connection between transformational leadership and job satisfaction. Previous research also indicates significant differences across cultures in accepted and expected levels of power distance. The purpose of this study is to investigate the relationship among transformational leadership, power distance, and job satisfaction in the context of Taiwan. Questionnaires were collected from 100 respondents currently working in Taiwan; 50 Taiwanese nationals and 50 western nationals.