The Relationship between Differential Leadership and Team Performance-Group Cohesion as mediator

• Main Authors: Chang,Wen-Shin, 張文馨
• Other Authors: Tung,Yu-Chuan
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/qzn7y2

碩士 === 國立高雄應用科技大學 === 人力資源發展系碩士班 === 102 === Chinese’s enterprise organization developed different mode of the differential leadership than western mode because it was influenced by Chinese society culture. (Redding,1993；Silin,1976；Bo Xuan Zheng，1995） In the recent studies, differential leadership is a particular style of leadership, that highlight the mode of interaction in leader and subordinates in Chinese enterprise organization. The type of leadership of differential leadership in Chinese and western countries are different. The differential leadership in Chinese’s leaders show the different interaction and treatment with in-group and out-group, and provide better and favoritism led to the partiality subordinates. This study is to enhance as team level of the differential leadership. Explore the effect of Chinese differential leadership to the organization affect team performance, and mediating with team cohesion, to compared with out-group that differential leadership gives more in care and communication, rewarded and promoted, Catholic mistakes impact of team cohesion than their in-group subordinates, thereby affecting team performance. This study investigated 51 work groups of different enterprises in Taiwan; consist of 51 supervisors and 230 employees. The result indicated that: (1) The differential leadership was positive associated with group social cohesion.(2) The group social cohesion was positive associated with team performance.(3) The social cohesion power has the mediation effect to the relation of differential leadership and team performance. Based on the results, this study proposed some empirical and practical suggestions.