| Summary: | 碩士 === 義守大學 === 管理研究所碩士班 === 93 === The organization and structure of Taiwanese Armed Forces have been continually refined and adjusted over the years under the influence of world trends and new concepts, and some quantitative and qualitative changes emerged after several structural reorganizations. The aforementioned quantitative changes refer to the reduction of personnel, job positions, as well as the opportunities for promotion. Also included are the increases in individual workload and stress caused by efforts to meet the goal of “replace number with capabilities”. Qualitative changes refer to the fact that military leaders nowadays are no longer products of a few military academies but are from a much bigger pool with diverse backgrounds. As a consequence, the interaction between such modern leaders and troops made of 21st century youth and the resultant effects on the organization they belong to will no longer be the same. The author therefore believes that the future planning and development of Taiwanese military organizational structure shall benefit from studies on the interactions and correlations among the style of leadership behavior (such as transformational leadership, parent-style leadership, and transactional leadership) of small military unit leaders, organizational commitment, and organizational effectiveness. Since military organizations are very different from civilian ones and are normally not accessible to general public, previous studies on military organizations conducted by domestic scholars focused primarily on leadership effectiveness instead of organizational effectiveness. However, the effectiveness of military organizations is of critical importance to the establishment and employment of military strength, it not only affects the overall performance of armed forces, but also plays a vital role in national security and the protection of civilian lives. This research focused on the interrelations between leadership behaviors, organizational commitment and organizational effectiveness of the Taiwanese Marine Corps (TMC). The objectives were to investigate and analyze the interaction among above factors and to employ theoretical concepts in realistic support to strengthen military organizations, which also is part of the foundation of national economical growth, and finally, to enhance national competence.
Survey questionnaires were issued to officers, non-commissioned officers, and soldiers of 21 TMC units located or currently stationed in Metropolitan Kaohsiung area. The questionnaires consisted of the following parts: leadership behavior, organizational commitment, and organizational effectiveness. A total number of 400 questionnaires were collected, processed, and analyzed using Pearson Product Moment Correlation, Multiple Correlation Regression, t-test and One-Way ANOVA. The results showed :
1.Positive correlation exists among leadership behavior, organizational commitment and organizational effectiveness.
2.Leadership behavior is positively related to rganizational effectiveness.
3.Organizational commitment is positively related to organizational effectiveness.
4.Individual with different background characteristics (such as the type and nature of the unit he or she belongs to, his or her rank, marital status, length of service, and education, etc.) tend to have different perceptions on leadership behavior, organizational commitment, and organizational effectiveness.
Based on the findings of this research, the author would like to recommend that in order to enhance subordinates’ organizational commitment, which will also help promote overall organizational effectiveness, TMC unit leaders should continue to refine their leadership skills and to “lead by example”, with additional emphasis on leader’s charms. The author also noticed that for young single marines with less than 5 years of service, the option to stay in tends to be less attractive. As a result, it is this author’s opinion that the administration should address such issues seriously and identify the source of the problem to prevent potential “generation gaps” in future military personnel development and to avoid possible negative side effects on recruiting.
|
|---|
