A Comparative Empirical Research on the Relationship of Transformational, Transactional Leadership and Power Bases among the Financial, Semiconductor, and Iron and Steel Industries

• Main Authors: Z. H. Lee, 李姿慧
• Other Authors: C. J. Horng
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/32575874345382148987

碩士 === 國立屏東科技大學 === 企業管理系碩士班 === 94 === Researches on the relationship of leadership and power bases are rare. This comparative empirical research explores the relationship of transformational leadership, transactional leadership and power bases among the financial, semiconductor industries, iron and steel. Research results show that: (1) Transformational leadership affects power bases in three industries respectively. (2) Transactional leadership affects power bases in three industries respectively. (3) Power bases affects transformational leadership in three industries respectively. (4) Power bases affects transactional leadership in three industries respectively. (5)Transformational leadership, transactional leadership and power bases are significantly correlated in three industries respectively. (6) Transactional leadership and reward power are significantly different among three industries. (7) Transformational leadership, transactional leadership and power bases are almost the same among three industries in the same position level. (8) In demographical and corporate variables, transformational leadership, transactional leadership, and power bases are the same in three industries respectively.