| Summary: | 碩士 === 國立彰化師範大學 === 商業教育學系 === 97 === ABSTRACT
In recent years, quiet a few scholars are aware that the leadership style of a leader has great influence on employees’ job satisfaction. Therefore, it is an essential issue for the leaders to understand the leadership styles which can enhance employees’ job satisfaction. The purpose of this research is to examine the relation between transformational leadership and employees’ job satisfaction. This research mainly adopts transformational leadership concept by Burns (1978) and job satisfaction definition by Vroom (1964) as theoretical basis.
Research area covers 13 administration units of Tourism Bureau, Ministry of Transportation and Communications. Questionnaire survey was carried out by census method. Total of 497 questionnaires were issued and 367 valid questionnaires were collected. The data were analyzed and verified respectively by descriptive statistics, t-test, one-way ANOVA, Pearson product-moment correlation coefficient, and other statistical analyses as to bring up research findings and suggestions. There are 3 parts of survey scale in this research including “background variables”, “transformational leadership scale”, and “job satisfaction scale”. In accordance with empirical analyses, the research findings are as follow:
I. Through average analysis, upon the implementation of transformational leadership by the leaders, research objects show the strongest cognition in individualized consideration while contingent reward is the second strongest. In terms of job satisfaction degree cognition, intrinsic satisfaction ranks the highest and the research objects think that extrinsic satisfaction is slightly insufficient.
II. The following are found through variance analysis: there are differences on extrinsic job satisfaction cognition degree between male and female employees; significant differences are found on the idealized influence among employees of different ages; there are also significant differences on the idealized influence, intellectual stimulation, and inspiration motivation factors among employees with different education levels; employees with different years of working experience show different intrinsic satisfaction cognition degree; there are significant differences exit in every factors of transformational leadership and job satisfaction among the employees with different positions; differences are found on extrinsic satisfaction cognition degree among the employees of different marital status. But, there is no difference shown on the factors of both transformational leadership and job satisfaction among employees from different service departments.
III. Through correlation analysis, there is positive correlation found between transformation leadership factors and job satisfaction.
Based on the above analytical findings, the following suggestions are proposed:
1. Propose competent authorities to learn and become leaders with transformational leadership.
2. Implement fair, impartial, and transparent personnel system.
3. Raise budget and encourage employees to do lifelong learning as to enhance their confidence.
Keywords: Tourism Bureau, Ministry of Transportation and Communications, Transformational Leadership, Job Satisfaction.
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