| Summary: | 碩士 === 銘傳大學 === 風險管理與保險學系碩士在職專班 === 97 === The old style of leadership which grew out of the Industrial
Era, is being replaced by the newer leadership styles that match
the realities of the Knowledge Era. Control leadership from the
top is no longer sufficient for today’s corporation. A newer
leadership more suitable to present demands of the Knowledge
Era, that blends traditional individual leadership style with
team leadership. On the one hand, leaders are gradually
improving current systems, culture, and products. On the other
hand, they are shaping new organizational culture to increase
their organizational performance by having strategic thinking
capabilities and implementing strategic plans. The core
competence of organizations, that consist of innovative and
learning capabilities are nurtured through
knowledge-management-based learning organization motivated
and guided by the missions and visions of strategic leadership.
This study empirically examined the relationship among
transformational leadership, learning organization, and
employees performance. Given the fact that this subject was
rarely researched, this study first developed an original
analytic framework through an extensive literature review. A
sample of high raking officials in charge of information
technology departments was drew to test the validity and
liability of the research questionnaire, and a full scale of
survey was followed to empirically test the research
hypotheses.
This study adopted transformational leadership as the
proxy variable of strategic leadership and applied the
Multifactor Leadership Questionnaire (MLQ) developed by Bass
and Avolio. The dynamic of strategic leadership was well
represented by the concept of transformational leadership, as
other trend constructs of leadership, such as charismatic and
visionary leadership.
The results of this study revealed that there were
significant relationships between learning organization andemployees performance, and between strategic leadership and
learning organization.
However, the impact of strategic leadership on employees
performance was totally phased out by the intervening effect
of learning organization.
The entire research framework was proved to be a very
suitable analytic scheme for the study of the subjects, the
relationships among research constructs were also found mostly
significant. The result not only provides valuable leads to
further studies, it also reveals important implications for
managerial practices.
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