| Summary: | 碩士 === 中原大學 === 企業管理研究所 === 91 === Abstract
The issue of which factor that determines a successful leader has been constantly discussed by the researchers. In general, the leadership theories can be differentiated into four types: trait theory, power theory, behavioral theory, and contingency theory. None of the individual type of leadership theories mentioned above can be used to explain or be applied to the modern environments. Transformation leadership is the most recommended leadership style by many scholars to be adapted by the current variable environments. Researchers also think that personality traits can be applied to prediction of individual behavior. Based upon what is mentioned above, this research tries to analyze that how personality traits and gender role affect the use of the transformation leadership theories by individuals. Two independent variables, Big Five including agreeableness, conscientiousness, openness, extraversion, and neuroticism and gender role including masculine, feminine, androgynous, and non-differentiation, are adopted to study the relationships with transformation leadership.
The research is based upon the survey of managers from different business levels in the manager refresher classes held by Central Personnel Administration and EMBA students from one private university in northern Taiwan. Two hundred questionnaires were released either by direct distribution or by mail, and the retrieved valid questionnaires are calculated up to 92 of 103 copies. The findings of the study are the following: The individuals with stronger agreeableness trait own stronger transformation leadership trait. 2. The individuals with stronger conscientiousness trait own stronger intellectual stimulation trait of transformation leadership. 3. The individuals with stronger openness trait own stronger inspirational motivation trait of transformation leadership. 4. Both extraversion and neuroticism traits are not significantly related to transformation leadership. 5. The masculine trait is significantly related to transformation leadership. The non-differentiation trait is not significantly related to transformation leadership due to its insignificance.
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