|Author's Email Address
||This thesis had been viewed 5620 times. Download 1170 times.|
||Master of Business Administration Program in International Business|
|Type of Document
||A Study of the Effect of Leadership Behaviors on Employees’ Job Satisfaction and Work Engagement – A Case Study of Taiwanese Enterprises in Shanghai|
|Date of Defense
||Since the Chinese reform and opening-up policies, the benefits of its strategic repercussions have induced Taiwanese capital funded enterprises to establish factories and or investments. Vast capacities of Taiwanese operatives have expatriated to inhabit and engage in management and leadership roles. However, an apparent management issue arises as to how those enterprises are capable of retaining high quality human resources and build committed employees. This study interviews three levels of management (basic, middle, high) through three companies situated in Shanghai. It will use Wu and Lin’s (1998) scale design to examine the effects of leadership styles on subordinate work satisfaction and commitment. According to the case analyses, the summaries of findings are as follows:|
1. Basic and middle level managers uses the consideration of intimate harmony within transformational leadership to provoke increased levels of subordinate job satisfaction; commitment justice under transformational leadership and contingent reward in transactional leadership to encourage satisfaction and commitment; utilizing inspired to vision, respected trust and individualized consideration within transformational leadership to inspire positive employee commitment
2. The use of individualized consideration (Transformational Leadership) by high level managers stimulates a positive effect on subordinate job satisfaction, manipulation of commitment justice (Transformational Leadership) prompts a positive effect on satisfaction and commitment; the use of vision attraction, intellectual stimulation (Transformational Leadership) as well as contingent rewards (Transactional Leadership) to incite job commitment.
3. From the perspective of younger workers with higher education, the use of transformational leadership engenders job satisfaction and commitment in Chinese workers. On the contrary, contingent rewards (Transactional Leadership) produces a positive effect on work satisfaction and job commitment.
4. Worker commitment is stimulated by yielding transactional leadership and moderated by individual differences in worker gumption.
5. On basic levels of management, intimate harmony toward subordinates increases work satisfaction and commitment in industries predominant in production. Furthermore, managers from all three examined levels were able to use commitment justice (Transformational Leadership) and contingent reward (Transactional Leadership) to positively affect work commitment and satisfaction.
6. On high levels of management, vision attraction (Transformational Leadership) is useful for persuading subordinate commitment under knowledge-intensive industries and those that undergo rapid expansion.
7. Managers from all three industries consider inspired to vision, individualized consideration (Transformational Leadership) and contingent rewards to be of positive affect to subordinate work commitment.
||Ming-Chu, Yu - chair|
Yu-Ping, Wang - co-chair
Bih-Shiaw, Jaw - advisor
Indicate in-campus at 1 year and off-campus access at 3 year.|
|Date of Submission