Army Leadership and Leveraging Managerial Functions :A Case Study of a Unit in Taiwanese Armed Forces

• Main Authors: Chung-I Wang, 王忠一
• Other Authors: 陳清燿
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/cdsk27

碩士 === 樹德科技大學 === 經營管理研究所 === 102 === Abstract The organizational culture in military units stresses hierarchical obedience as well as support and care. Despite the huge gap in authority between top and lower levels, military leaders must be able to win over their people with their own moral principles. With the concept of ‘global village’ being firmly established and drastic changes in the way of thinking in the e-generation, it is worth looking into how military leaders should adapt to these challenges to enhance their leadership performance. The intent of this study is to survey the interaction among dimensions including ‘management’, ‘managerial functions’ and ‘leadership performance’ in military organizations, thereby obtaining insights into how different managerial functions affect management. In this research process, the first step was to profile topics and identify problems by collecting and analyzing treatises by Taiwanese and international scholars and military experts. The second step was to collect samples for statistical analysis by conducting a questionnaire survey. The final step was to make conclusions and provide suggestions as a reference for practical operations. The research subjects were the director and deputy director, the business manager and administrative advisers of a unit of the Taiwanese army in southern Taiwan. This research was conducted using the statistical software SPSS as the analysis tool and methods including descriptive analysis, ANOVA for a single factor, Pearson correlation analysis and multiple regression analysis. Research findings show that certain hierarchical backgrounds and managerial functions have positive effects; certain theories on managerial functions are significantly correlated with leadership performance; and different hierarchical backgrounds have no direct influences significantly on leadership performance.