A study on the relationships among leadership style, team cohesion, collective efficacy, organizational justice, and organizational capital--A case study of CSBC Corporation, Taiwan

• Main Authors: Wen-hsien Chuang, 莊文賢
• Other Authors: Lin, Cheng-Chen
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/e34pwu

碩士 === 國立中山大學 === 人力資源管理研究所 === 95 === The purpose of this study is to research the relationships among leadership style, team cohesion, collective efficacy, organizational justice, and organizational capital. This study used the questionnaires as a measurement tool to research, and the questionnaires samples was drawn out from CSBC Corporation, Taiwan all engineers, managements, engineer assistants, and management assistants, the writer released 460 questionnaires to them, eventually ended up effective 375 questionnaires with 82.06% return rate. The findings are as follows. 1. The transformational leadership has positive influence on intellectual capital including human capital, structural capital, and social capital, and the transactional leadership have positive influence on structural capital, but have not any influence on human capital and social capital. 2. Team cohesion merely has partial medium on the relationships among transformational leadership, human capital and structural capital; Team cohesion has full medium on the relationships between transformational leadership and social capital. 3. Collective efficacy has full medium on the relationships between transformational leadership and human capital; Collective efficacy merely has partial medium on the relationships among transformational leadership, structural capital and social capital. 4. Organizational justice has full medium on the relationships between transformational leadership and human capital; Organizational justice merely has partial medium on the relationships among transformational leadership, structural capital and social capital.