| Summary: | 碩士 === 國立嘉義大學 === 管院碩士在職專班 === 96 === According to the “World Competitiveness Yearbook 2006” of the International Institute of Management Development (IMD) in Swiss, Taiwan has fallen to 16th place in 2006 from 6th place in 2005 with regard to “Financial Performance” in the category of Business Performance. Currently, the global financial market is burgeoning and undergoing rapid transformation. From a long-term perspective, the financial sector in Taiwan will enter a fresh and highly competitive environment. Therefore, the financial sector in Taiwan has to actively adjust strategy and transform so as to adopt itself to ever changing financial status. Since 1980s, organizational transformation has been the key to sustainable development and high performance for enterprises, and many major enterprises in Europe and the United States have consecutively replaced their leaders with new ones who can act as intermediaries to help adopt the ongoing environment and promote transformation. Therefore, the turnover of business leaders has become a principal pattern of transformation. Consequently, the relationship between leadership and organizational performance has turned into a focal point of relevant academics.
However, “human” is the pillar to win the global economic competition. If an organization wants to maintain growth and sustainable management, it must fulfill three goals: customer satisfaction, employees’ willing dedication, and profitability. Among them, employees’ willing dedication is the most crucial because only when finding enjoyment in work do they become the best mouthpieces for the enterprise and offer the best service for customers. Recently, the management pressure felt by global organizations has changed into how to retain talents, strengthen organizational recognition, help talents to exert their potential, and these turned out to be the important steps for those organizations.
The study results revealed that different leadership styles did influence organizational commitment. The transformational leaders encouraged employees to make additional efforts through enhancing working values and confidence. Therefore, leadership style adopted by manager has an inalienable connection with employees’ commitment, and it can not only enhance employees’ organizational commitment, but also encourage them to do their utmost for the organization. Instead, the transactional leaders tended to focus on monitoring and modifying the behaviors of employees as well as a result-oriented and snobbish leadership style. Even though the employees might directly or indirectly get substantive benefits, such as promotion, wage raise or vacation, or some intangible welfare from the transactional leaders, in comparison with the transformational leaders, they could not adequately acquire sentimental and psychological commitments from employees, and not to mention to create a adequate sense of satisfactory among them.
In addition, speaking of the relationship between leadership style and working satisfactory, the transformational leaders would predict employees’ sentimental dependence, encourage them through actions, and guide them to achieve the overall performance as fast as possible. Generally speaking, the effectiveness in this regard exceeds expectation, and working satisfactory is improved while achieving organizational goals. On the contrary, the transactional leadership is based on a behavioral process of exchanging resources, using reward and punishment as means to seal the transaction between the two sides, and the relationship between them is restricted to the exchange of labor and reward. Thus, it will not acquire complete sentimental and psychological dedication and commitment from employees, and will not adequately create a sense of satisfactory among them.
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