AN INDIA-TAIWAN COMPARATIVE STUDY ON THE IMPACT OF PERCEIVED LEADERSHIP STYLES ON JOB SATISFACTION: ORGANISATIONAL CULTURE AS A MODERATOR

• Main Authors: Nahakpam Bidhanchandra, 比安地
• Other Authors: Chang-Lung Hsieh
• Format: Others
• Language: en_US
• Online Access: http://ndltd.ncl.edu.tw/handle/54eq23

碩士 === 銘傳大學 === 管理研究所 === 96 === A comparative study on the impacts of India-Taiwan employee perceived leadership styles and cultural orientation on his/her effectiveness The current study is to compare the effects of employees'' perceptions of leadership style on the job satisfaction of employees in India and Taiwan. A total of 443 employees, 231 from India and 212 from Taiwan took part in this study. The participants completed the self-reported questionnaires, including Background Characteristics, Multifactor Leadership Questionnaire (Form 5X) (MLQ 5X) (Bass and Avolio, 1995), Organisational Culture Index (Wallach), and Job Satisfaction Analysis (Seashore), which was used in this study. The collected data were computed and analyzed through descriptive statistics, t-test, and stepwise multiple regression analysis. The findings of the study were generalized as follows: (1) the dominant leadership styles of both India and Taiwan were transformational leadership style; (2) the overall job satisfaction of employees of India and Taiwan was at medium degree; (3) significant relationships existed among perceived leadership styles relative to bureaucratic and innovative culture, (4) significant differences existed among employees'' overall job satisfaction relative to bureaucratic and innovative culture; (5) overall perceived leadership style emerged as the significant predictor of the employees'' job satisfaction. Transformational leadership style significantly and positively predicted job satisfaction; it emerged as the strongest single predictor among the two perceived leadership styles for job satisfaction. Transactional leadership style significantly and inversely predicted overall job satisfaction. Multiple regressions revealed that cultural orientation moderated the effects of leadership styles on outcome variables. The implications of these findings for future research on transformational leadership theory and cross-cultural research are discussed. Key words: Transformational Leadership Style, Transactional Leadership Style, Job Satisfaction, Organisational culture, Bureaucratic organisational culture and Innovative organisational culture.