||The Relationship among Leadership Style, Subordinate’s Job Satisfaction and Organizational Commitment
||Institute of International Management (IIMBA--Master)(on the job class)
||Sophie Nai-Jung Yang
Initiation of Structure
本研究經實證研究後得知1. 倡導型領導為較關懷型領導普及; 2. 人口統計變項對於主管領導行為、工作滿意度及組織承諾有顯著的影響部分支持; 3. 主管領導行為對於工作滿意度及組織承諾有程度上的顯著影響部分支持; 4. 工作滿意度對於組織承諾有程度上的顯著影響部分支持。
This study examined the perceived leadership practices and their influences on subordinates’ job satisfaction with supervisors and organizational commitment. Research focused on the Taiwan based manufacturing and service enterprises. Information was collected from the firms that contain more than 500 employees and have at last two branches located in different cities. Leadership styles were manipulated using consideration leadership style and initiating structure leadership style, and subordinates’ outcomes were evaluated via the two measures of: job satisfaction and organizational commitment.
The findings of the study are indicated that the dominate leadership style in Taiwan based enterprises was initiating structure leadership style; the overall job satisfaction was at high medium degree; and the overall organizational commitment was at medium degree. Perceived leadership styles emerged as the significant predictor of the employee’s job satisfaction and organizational commitment. Significant differences existed among perceive leadership styles, employees’ overall job satisfaction and organizational commitment relative to level of position.
Furthermore, sustainable leadership practices could benefit from the questionnaire and the outcome of this research. By applying the results a leader could focus on those issues most critical to individuals in order to raise subordinators’ job satisfaction and organizational commitment.
TABLE OF CONTENTS
TABLE OF CONTENTS III
LIST OF TABLES VI
LIST OF FIGURES IX
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation. 1
1.2 Research Objectives. 4
1.3 Research Method. 5
1.4 Research Procedure. 6
1.5 Research Flow. 7
CHAPTER TWO LITERATURE REVIEW 9
2.1 Leadership Theory. 9
2.2 The Behavioral Theory of Leadership. 11
2.2.1 The Ohio State Leadership Studies. 11
2.2.2 The Michigan Leadership Studies. 15
2.3 Theory of Job Satisfaction. 16
2.4 Theory of Organizational Commitment. 18
2.5 Leadership Style, Job Satisfaction and Organizational Commitment. 20
2.5.1 Leadership Style and Organizational Commitment. 20
2.5.2 Leadership Style and Job Satisfaction. 21
2.5.3 Organizational Commitment and Job Satisfaction. 22
2.6 Demographic Variables on Job Satisfaction and Organizational Commitment. 23
2.7 Summary. 23
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 25
3.1 Conceptual Model of the Research. 25
3.2 Construct Measurement. 26
3.2.1 Demographic Survey. 26
3.2.2 Leadership Behavior Description Questionnaire. 27
3.2.3 Minnesota Satisfaction Questionnaire. 29
3.2.4 Organizational Commitment Questionnaire. 31
3.2.5 Pilot Test. 33
3.3 Research Question and Hypotheses. 33
3.4 Population and Sample. 33
3.5 Data Collection Procedure. 36
3.6 Description of the Data Analysis. 36
3.7 Summary. 37
CHAPTER FOUR DESCRIPTIVE ANALYSES AND RELIABILITY TESTS 39
4.1 Data Collection. 39
4.2 Descriptive Analysis. 40
4.3 Factor Analysis and Reliability Test. 46
4.4 Pearson Product-Moment Correlation Coefficient Analysis. 49
4.5 Multiple Regression Analysis. 52
4.5.1 Analysis the Relationship between Perceived Leadership Styles and Job Satisfaction of Subordinators. 52
4.5.2 Analysis the Relationship between Perceived Leadership Style and Organizational Commitment. 59
4.5.3 Analysis the Relationship between Job Satisfaction and Organizational Commitment. 66
4.5.4 Summary of Multiple Regression Analysis. 72
4.6 Analysis of the Differences in Perceived Leadership Styles, Job Satisfaction and Organizational Commitment Relative to Demographic Characteristics. 73
CHAPTER FIVE CONCLUSIONS AND SUGGESTIONS 89
5.1 Hypothesis Summary. 89
5.2 Research Finding. 90
5.3 Managerial Implications. 93
5.4 Research limitations. 95
5.5 Recommendations for Future Research. 95
Appendix 1: Prospective Participant 107
Appendix 2: Questionnaires 108
Appendix 3: Questionnaires in Chinese 113
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