THE EFFECT OF LEADERSHIP STYLE ON EMPLOYEES’ COGNITIONS– A CASE STUDY OF THE PRIVATISATION OF TAIWAN RAILWAY ADMINISTRATION

• Main Authors: CHEN,MEI-LIANG, 陳美良
• Other Authors: CHEN,CHII-CHING KUO,AN-MING
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/29436679787510752826

碩士 === 開南管理學院 === 公共事務管理學系碩士班 === 93 === Influenced by the trend of economic liberalisation and globalisation, a wave of privatisation is rapidly sweeping through Taiwan's state-own businesses, which a series of government polices are introduced to carry out organisational reform. In facing a series of financial losses for the past few years, privatisation is inevitable for Taiwan Railway Administration (TRA) which has begun a major task of organisational reform. However, in the process of privatisation, it is not short of difficulties. The event of trade union's strike shows their resistance to any changes that will be imposed, which it also serves to display their dissatisfaction to the whole issue. This research investigates the employee's perception to the necessary changes that couple with privatisation, as well as the possible influence from two different leadership styles, transformation and transaction. At the same time, this study also exams the effect of employee's attributes over their perception of organisational changes of privatisation, together with investigation of leader's attributes to their management styles. A total of 500 questionnaires are issued to the employees of TRA. While 298 are returned, the rate of return is 59.6%. Deducting 28 copies of invalid questionnaires, 270 copies remain effective. In order to verify the hypotheses, the employed methods are descriptive statistics, factor analysis, reliability test, correlation analysis, stepwise regression analysis, T test and ANOVA test. From the results of the analysis, the findings can be summarised as follow: 1.Both transformation and transaction leadership styles, and employee's perception on organisational change of privatisation have significant correlation. 2.Both transformation and transaction leadership styles have significant effect over employee's perception on privatisation and the changes that are needed. 3.Both transformation and transaction leadership styles have significant differences in terms of employee's age, post, work, department and qualification. 4.Employee's perception of organisational changes of privatisation has significant differences over their marital status, age, educational background, seniority, post and department. 5.There are significant differences between transformation and transaction leadership styles in terms of gender, age and seniority.