論文使用權限 Thesis access permission:自定論文開放時間 user define
開放時間 Available:
校內 Campus: 已公開 available
校外 Off-campus: 已公開 available
論文名稱 Title |
多元化之轉換型領導、權力距離與工作滿意度差異研究 The Relationship among Transformational Leadership, Power Distance, and Job Satisfaction in Taiwan |
||
系所名稱 Department |
|||
畢業學年期 Year, semester |
語文別 Language |
||
學位類別 Degree |
頁數 Number of pages |
66 |
|
研究生 Author |
|||
指導教授 Advisor |
|||
召集委員 Convenor |
|||
口試委員 Advisory Committee |
|||
口試日期 Date of Exam |
2018-07-12 |
繳交日期 Date of Submission |
2018-08-02 |
關鍵字 Keywords |
變革型領導、權力距離、工作滿意度、文化維度 Transformational leadership; power distance; job satisfaction; cultural dimensions |
||
統計 Statistics |
本論文已被瀏覽 5850 次,被下載 2 次 The thesis/dissertation has been browsed 5850 times, has been downloaded 2 times. |
中文摘要 |
變革型領導是一種主要由J.M. Burns開發的領導風格,並且一直是大量管理研究的主題。變革型領導者展示了個性和願景的力量,並通過個人考慮和理想化影響等激勵策略激勵他們的追隨者。權力距離是由Geert Hofstede開發的一個概念,它指的是社會或組織中較低等級的個人接受或期望在所述社會或組織內不平等分配權力的程度。工作滿意度是一個廣泛研究的管理研究領域,實質上是衡量員工對自己工作的滿意程度。工作滿意度可以指對某項工作的總體滿意度,或對工作的各個方面(如監督,薪酬或同事)的滿意度。之前的研究表明,變革型領導與工作滿意度之間存在正相關關係先前的研究還表明,不同文化在接受和預期的功率距離水平上存在顯著差異。本研究的目的是調查台灣背景下變革型領導,權力距離和工作滿意度之間的關係。調查問卷來自目前在台灣工作的100名受訪者; 50名台灣人和50名西方國民。 |
Abstract |
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. |
目次 Table of Contents |
Table of Contents 論文審定書 i 論文摘要 ii Abstract iii Table of Contents iv List of Figures vi List of Tables vi CHAPTER 1 - INTRODUCTION 1 1.1 Research background 1 1.2 Research Purpose 2 CHAPTER 2 – LITERATURE REVIEW 3 2.1 Leadership 3 2.2 Transactional Leadership 4 2.3 Transformational Leadership 5 2.4 Relationship between Transactional and Transformational leadership 6 2.5 National Culture 7 2.5.1 Hofstede's Cultural Dimensions Theory 7 2.5.2 Six Dimensions of Hofstede's Cultural Dimensions Theory 8 2.6 Leadership and National Culture 9 2.6.1 Lonner's Universals 10 2.6.2 Cultural Contingencies 11 2.6.3 Universality 12 2.7 Job Satisfaction 12 2.7.1 Job Satisfaction: Hofstede's Dimensions 15 2.7.2 Job Satisfaction and Communication 20 2.7.3 Job Satisfaction and Leadership 21 CHAPTER 3 – METHOD 24 3.1 Research Design 24 3.2 Participants 25 3.3 Experimental Procedure 27 3.4 Measures 28 3.4.1 Control variables 28 3.5 Data Analysis 28 3.5.1 Descriptive analysis 28 3.5.2 Independent Samples Test 28 3.5.3. Correlation analysis 29 3.5.4 Regression Analysis 29 3.5.5 One-way ANOVA Analysis 29 CHAPTER 4 – RESULTS 30 4.1 Descriptive statistics and inter-correlation among variables 30 4.2 Independent Samples Test 31 4.3 Regression analysis 31 4.3.1 Separated Regression Analysis 33 5.1 Conclusion 37 5.2 DISCUSSION 37 5.2.1 Transformational Leadership and Job Satisfaction 37 5.2.2 Transformational Leadership and Power Distance 38 5.2.3 Power Distance and Job Satisfaction 38 5.2.4 Power Distance and Work Experience 39 5.2.5 Power Distance and Years Lived in Taiwan 40 5.3 Suggestions for Future Research 40 Reference 41 Appendix I 48 Appendix II 54 List of Figures Figure 1 Characteristics of transactional leaders……………………………………………5 Figure 2 Characteristics of transformational leaders………………………………………..6 Figure 3 Average level of job satisfaction by facet………………………………………...13 Figure 4 Mean level of job satisfaction by country………………………………………...19 Figure 5 Research framework……………………………………………………………...25 Figure 6 Hypotheses and results…………………………………………………………...37 List of Tables Table 1 Demography of samples…………………………………………………………25 Table 2 Descriptive statistics and correlations…………………………………………...30 Table 3 Regression analysis: transformational leadership – job satisfaction…………….32 Table 4 Regression analysis: power distance – job satisfaction………………………….32 Table 5 Separated regression analysis: transformational leadership – job satisfaction.....33 Table 6 Separated regression analysis: transformational leadership – job satisfaction…...34 Table 7 Separated regression analysis: power distance – job satisfaction………………...35 Table 8 Separated regression analysis: power distance – job satisfaction………………...35 |
參考文獻 References |
Reference Ali Mohammad Mosadegh Rad & Mohammed Hossein Yarmohammadian, (2006). A study of relationship between managers' leadership style and employees' job satisfaction. Leadership in Health Services, 19(2), 11-28. Andreassi, Jeanine, Leanna Lawter et al. Job Satisfaction Determinants: A Study Across 48 Nations. Proceedings of 2012 Annual Meeting of the Academy of International Business-US North East Chapter: Business Without Borders. Ed. Jing'an Tang. Fairfield CT: Sacred Heart University, 2012. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31. Bass, B. M. (1997). Does the transactional–transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2), 130-139. Bass, B. M. (1998). Transformational leadership: industrial, military, and educational impact. Mahwah, N.J. : Lawrence Erlbaum Associates Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32. Bass, B.M., Avolio, Bruce J. (1990) Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training, 14(5) Bennett, T. (2009). The relationship between the subordinates perception of the leadership style of it managers and the subordinates perceptions of manager's ability to inspire extra effort, to be effective, and to enhance satisfaction with management. Proceedings of the Academy of Strategic Management, 8(1) Berson, Y. & Avolio, B. (2004) Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm. The Leadership Quarterly, 15, 625-646. Boseman, G. (2008) Effective leadership in a changing world. Journal of Financial Service Professionals, 62(3), 36-38. Brayfield, A. H., & Rothe, H. F. (1951). An index of job satisfaction. Journal of Applied Psychology, 35(5), 307-311. Burke, M. J., Chan-Serafin, S., Salvador, R., Smith, A., & Sarpy, S. A. (2008). The role of national culture and organizational climate in safety training effectiveness. European Journal of Work and Organizational Psychology, 17(1), 133-152. Burns, James MacGregor (1978). Leadership. New York: Harper and Row. Chen, H. Beck, S. & Amos, L.(2005). Leadership styles and nursing faculty job satisfaction in Taiwan. Journal of Nursing Scholarship, 4(37), 374-380. Eddleston, K. A., Veiga, J. F., & Powell, G. N. (2006). Explaining sex differences in managerial career satisfier preferences: The role of gender self-schema. Journal of Applied Psychology, 91(2), 437-445. Hackman, J. R., & Lawler, E. E. (1971). Employee reactions to job characteristics. Journal of Applied Psychology, 55(3), 259-286. Harris, L. M. & Cronen, V. E. (1979) The logic of the coordinated management of meaning: A rules-based approach to the first course in interpersonal communication. Communication Education, 28(1), 22-38. Hofstede, G. (1980) Culture's consequences: International differences in work-related values. London: Sage Publishing. Hofstede, G. (1984). Hofstede's culture dimensions: An independent validation using Rokeach's value survey. Journal of Cross-Cultural Psychology, 15(4), 417-433. Hofstede, G. (1991). Cultures and organizations: software of the mind. London; New York: McGraw-Hill. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1) Holladay, S. J., Coombs, W.T. (1993) Communicating visions: An exploration of the role of delivery in the creation of leader charisma. Management Communication Quarterly, 6(4), 405-427. House et. al. (2004). Culture, leadership, and organizations. The globe study of 62 societies, United Kingdom: Sage Publications. Huang, Xu & Van de Vliert, V. (2006). Job formalization and cultural individualism as barriers to trust in management. International Journal of Cross-Cultural Management, 6(2), 221-242. Hulin, C.L., & Judge, T.A. (2003). Job attitudes. Handbook of psychology: Industrial and organizational psychology, 12, 255-276 Jansen, J. Vera, D., & Crossan, M. (2009) Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism. The Leadership Quarterly, 20, 5-18. Judge, T. & Piccolo, R. (2004).Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity. Journal of Applied Psychology, 5, 755-768. Jung, Dong I., Bass, B. M., Sosik, John J. (1995). Bridging leadership and culture: A theoretical consideration of transformational leadership and collectivistic cultures. Journal of Leadership and Organizational Studies, 2(4) 3-18. Kirkman, B. L., & Shapiro, D.L. (2001). The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: the mediating role of employee resistance. The Academy of Management Journal, 44(3), 557-569. Locke, E.A. (1976). The nature and causes of job satisfaction. Handbook of Industrial and Organizational Psychology, 1, 1297-1343. Loh, J., Restubog, S., & Gallois, C. (2010) Attitudinal outcomes of boundary permeability: A comparison of Australian and Singaporean employees. Cross-cultural Management: An International Journal, 17(2), 118-134. Lonner, Walter J. (1980). A decade of cross-cultural psychology. Journal of Cross-Cultural Psychology, 11(1), 7-34. Madlock, P.E. (2008) The link between leadership style, communicator competence, and employee satisfaction. International Journal of Business Communication, 45(1), 61-78. Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396. Moorman, Robert H. (1993). The Influence of Cognitive and Affective Based Job Satisfaction Measures on the Relationship Between Satisfaction and Organizational Citizenship Behavior. Human Relations, 46(6), 759-776. Newman, K.L., & Nollen S.D. (1996) Culture and congruence: The fit between management practices and national culture. Journal of International Business Studies, 27, 753-779. Pan, Y. Song, X. Goldschmidt, A. & French, W. (2010). A cross-cultural investigation of work values among youth executives in China and the USA. Cross Cultural Management, 17, 283. Riaz, Adnan & Haider, Mubarak Hussain (2010). Role of transformational and transactional leadership on job satisfaction and career satisfaction. Business and Economic Horizons, 1(1), 29-38. Shackleton, V. J., & Ali, A. H. (1990). Work-related values of managers: A test of the Hofstede model. Journal of Cross-Cultural Psychology, 21(1), 109-118. Shamir, Boas. (1991). Meaning, self and motivation in organizations. Organization Studies, 12(3), 405-424. Shaw, K. (2005). Getting leaders involved in communication strategy: Breaking down the barriers to effective leadership communication. Strategic Communication Management, 9, 14-17. Smith, P.C., Kendall, L. M., & Hulin, C.C. (1969). The measurement of satisfaction in work and retirement. Chicago, IL: Rand McNally. Spector, P. (1997). Job satisfaction: application, assessment, causes and consequences. Thousand Oaks, CA. Sage Publications. Spitzburg, W. R., & Spitzberg, B.H. (1984) Interpersonal Communication Competence. Sage Publications. Thein, H.H., Austen, S., Currie, J., & Lewin, E. (2010) The impact of cultural context on the perception of work/family balance by professional women in Singapore and Hong Kong. International Journal of Cross Cultural Management, 10(3), 303-320. Weiss, D.J., Dawis, R.V. England, G. W. and Lofquist, L. H. (1967), Manual for the Minnesota Satisfaction Questionnaire. Vol. 22, Minnesota Studies in Vocational Rehabilitation, Minneapolis: University of Minnesota, Industrial Relations Center. Yang, N., Chen, C., Choi, J., & Zou, Y. (2000) Sources of work-family conflict: A sino-U.S. Comparison of the effects of work and family demands. Academy of Management Journal, 43, 113-123. |
電子全文 Fulltext |
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。 論文使用權限 Thesis access permission:自定論文開放時間 user define 開放時間 Available: 校內 Campus: 已公開 available 校外 Off-campus: 已公開 available |
紙本論文 Printed copies |
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。 開放時間 available 已公開 available |
QR Code |