| Summary: | 碩士 === 大同大學 === 事業經營研究所 === 88 === One of the most significant changes in family life in the last few decades concerns the unprecedented growth of women in paid employment. Thus, the increased autonomy and fulfillment that employment may bring for women has not been without its cost, giving rise to new phrases such as the double-shift. Further, because women rise sharply in paid employment and equalitarianism thrive, women have more opportunities to show their ability in professional areas. For instance, the first Vice President in Taiwan is a good example. This study probes into several questions: the first one is whether different sex roles of the female manager influence her leadership, the second is whether different decision making styles of the female manager influence her adoption of leadership, the third is what kind of leadership the female manager will adopt in dealing with subordinates--male and female ones, and whether different kinds of leadership she adopts result in to different outcomes such as effectiveness rating and satisfaction perception.
This study selected the samples from three types of banks─foreign banks, domestic private banks, and domestic state-owned banks in Taipei and used mail questionnaires to collect data. This investigation was divided into two stages to validate our research hypotheses. For the first stage, this study used MANOVA to test whether sex roles and decision making styles of female managers influence their leadership styles and to ascertain the relationship between sex roles and decision making styles. For the second stage, this study used multiple regression analysis to test the relationship between leadership, satisfaction perception, as well as effectiveness rating.
The major findings of this study are summarized as follows:
1. Data analysis reveals that different sex roles assumed by female managers will influence their leadership. Further, for male subordinates feminine managers display more transformational leadership than their counterparts (androgyny and masculine); for female subordinates androgyny managers display more transformational leadership than their masculine and feminine counterparts.
2. The Sex role of the female manager will influence her decision making styles. Masculine managers are more likely to display rational decision making, androgyny managers are more likely to display intuitive and spontaneous decision making, and feminine managers are more likely to display dependent and avoidant decision making.
3. Decision making styles of female managers do not affect leadership styles adopted by them.
4. Both transactional and transformational leadership adopted by female managers significantly affect effectiveness rating. That is to say, when female managers display a lot of individual consideration, intellectual stimulation, inspiration, and charismatic leadership, both male and female subordinates consider them effective managers. Further, their subordinates will perform well and accomplish the requested tasks. Because transactional and transformational styles are highly correlated and the transformational style is the extension of the transactional style, we do not advocate ignoring the possibility of transactional leadership.
5. Transactional and transformational leadership adopted by female managers significantly affect subordinates’ satisfaction; in other words, the more the transformational leadership style a female manager displays, the greater the satisfaction both female and male subordinates have.
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