| Summary: | 碩士 === 國立臺北大學 === 企業管理學系 === 98 === Finance service industry positions as the hub of national economy. To meet the expectation from stakeholder, the main target of an enterprise is to be profitable. To achieve this target as well as to secure the enterprise’s sustainable operation in the long run, it is necessary to evaluate the organization’s performance so as to review what is needed for further improvement, concerning organization behavior and strategic operation planning. According to IMD World Competiveness yearbook 2009, Taiwan dropped sharply its ranking in firm performance regarding finance from 8 to 21. Bennis & Nanus (1985) regards leadership as the key to organization success. So this research is to empirically test the relationship between types of leadership and organization performance, with sample collected from finance service industry.
This primary purpose of this article is to expand our understanding of the influence of social capital on transformational leadership and organizational performance and intends to find the path analysiszxac in finance service industry. That is, the relationship between cognitive social capitals to shared vision, relationship social capital to trust, structure social capital to network density.
The results reveal that there is significant positive correlation between transformational leadership, social capital and organization performance. The significant correlation also shows in relationship between cognitive social capitals to shared vision, relationship social capital to trust, structure social capital to network density. It is concluded the conceptual framework shows good fit and hypothesis have been confirmed. Finally it provides the basis for further research.
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