The Self-help Organization of Huatan Township Crematory of Chang-Hua：The Study of the Leader in the Social Process

• Main Authors: Chen Hung-Ling, 陳鴻菱
• Other Authors: Wang Juei-Hsiang
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/77048361286188025964

碩士 === 大葉大學 === 工業關係學系碩士班 === 92 === 　　So far the study of leadership almost focus on the formal organization, such as the enterprise organization, the educational organization, and most of them take that the leader has gained legitimate authority as premise. Nevertheless the question of the leadership is not limited on the formal organizations, and the social process or social background maybe are different which the leadership gain the legitimate of leadership. There are several facts will influence the obtainment of the leadership position, such as personal wealth, politic experience, talent, morality, and even the circumstance condition. 　　This study is based on the self-help organization of the Huatan township crematory of Chang-Hua County as individual case. We use depth-interview and participated-observation to collect data, and according to the grounded theory’s down-up spirit to confer the element of social background of leader’s appearance. We also compare the leadership style of the self-help organization leader with the present leadership theory. 　　In the background context of the leader’s production, we take politics, economics, and society as analysis category. We find that it is not enough to own only one kind of politics, economics or social resources to be supported as a leader. Leaders must possess three terms in coordination. The study also finds in this case that the political, economics, and social resources indeed could be exchange and enforcement each other. And still, about the question of “who would be the leader of the activist movement in local community? ” , there is a phenomenon of the overdetermination. That is all agents has their own purpose, interest and ideology, but in difference purpose, interest and ideology, it appears, at last, the same claim. 　　In the leadership style of leader, we review charismatic Leadership, transactional leadership, transformational leadership, and makes a comparison between these leadership styles and the research object. We find these leadership styles can not fit this case and can not explain this case’s the phenomenon of leadership and the effects of the leadership. The generalizations of the leadership style of this case are: cementing the force of the activist member, uniting the struggle consciousness, insisting the protest position in order to protect the success of the end.