| Summary: | 碩士 === 國立成功大學 === 高階管理碩士在職專班 === 92 === As competition increases in the global economy, the leadership effectiveness of executive managers is becoming more important. To improve their skill and knowledge of business operations, many executive managers are participating in EMBA programs.
This is an empirical investigation of Yukl’s (1994) model of leadership power and influence tactics using EMBA students as examples. The purpose of this investigation is two-fold: to analyze executives’ tactics of wielding influence and to confirm the relationship of constructs inside that model.
By means of Purposive-Sampling, 588 questionnaires were mailed to the EMBA students, covering four national universities in Taiwan, two in the north, one in middle and south of Taiwan respectively. 217 samples were collected, response rate was 36,90%. The necessary statistical analysis was introduced to make descriptive statistics. The difference and correlation between constructs was also tested. In accordance with the results of the analysis, confirmation of the investigative hypothesis was summarized.
There were many findings from these samples: 1.There were not any significant differences in influence tactics between managers in different organizations and with different personal characteristics; 2.Correlation between power bases and influence tactics was significant; 3.These samples seemed to have a high tendency toward achievement motivation, and with a significant correlation between achievement motivation and influence tactics; 4.Perceived readiness and performance of subordinates by managers were treated as situational variables, which positively impacted the choice of influence tactics. However, they didn’t intervene the correlation of influence tactics in respect to both the power base and personality traits. These findings also supported some of the constructive hypotheses of Yukl’s model in an indirect way.
This study yielded the conclusion that the EMBA samples used their power bases synthetically; they tended to use positive influence tactics (rational and assertive tactics) when they owned the entire power base. They tended to use rational, assertive, and benefits exchanging tactics when their achievement motivation was based in highly ideal, competitive, and challenging situations.
Lastly, some practical suggestions in management and the investigative limitations of this study are presented.
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