COMPARISON STUDY OF ORGANIZATIONAL CULTURE AND LEADERSHIP STYLES IN LATVIA AND TAIWAN

• Main Authors: Liene Cunska, 谷麗蓮
• Other Authors: Hsieh, Chang-Lung
• Format: Others
• Language: en_US
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/05296792020116996912

碩士 === 銘傳大學 === 企業管理學系碩士班 === 99 === The current study is to compare the organizational culture traits and perception of leadership styles in companies in Latvia and Taiwan. A total of 342 employees, 174 from Latvia and 168 from Taiwan took part in this study. The Organizational Culture Survey (DOCS) model (Denison, 1996) and Multifactor Leadership model Questionnaire (MLQ) created by Bass (1997) was used in this study. The collected data were computed and analyzed through descriptive statistics, t-test and multiple regression analysis. The findings of the study were generalized as follows: (1) The impact of organizational culture on perception of leadership styles in Latvia and Taiwan is different and influenced by few main factors, specifically, empowerment, capability development, core values, coordination and intent, customer focus, organizational learning and goals and objectives, (2) There are specific factors that managers should focus on in order to help their employees better perceive expected leadership style.