| Summary: | 碩士 === 東海大學 === 企業管理學系高階企業經營碩士在職專班 === 104 === In the high-tech industry where fierce competition and rapid environmental shift defines its characteristic, constantly strengthening one’s leadership capacity, both at the individual and the professional level is most crucial in meeting the high standard set by the industry. As such, effective adaptability and sustainable learning capability at work has become one of the most important issues. Moreover, the approach for stable and continuous growth in the volatile world encompasses such abilities to not only be able to coordinate and reach at consensus within one’s working team and/or superior managers, but also to pursue higher goals and proactive learning to adapt to future challenges.
Specifically in a time where knowledge and speed are highly emphasized, organizations and their employees need cognitive alignment in terms of the goal and application of on-the-job learning. In the meantime, at the organizational level, managers or employees who have high self-efficiency expectations, are expected to produce better job performance and hence, to create an organization where mutual growing is implemented and sustained.
In this thesis, the researcher intends to explore the cognition of manager’s self-expectation of self-efficiency expectation. Altogether five mid-level managers from the high-tech industry in Taiwan were interviewed. The interviews were focused upon their cognition of self-efficiency expectations, the connection between their leadership styles and self-efficiency, and the transformation and maintenance of self-efficiency.
The finding shows that the leadership characteristics and styles of managers do have a significant impact on the recognition of self-efficiency, and that there is also a close connection between one’s growth in leadership experiences and the transformation and maintenance of self-efficiency.
Thus, it is advised that an organization’s training program should not be restrained to only job position-based or program-based, but also designed to cultivate leader’s cognition of self-efficiency and goals tailored for individual characteristics. Middle level managers in particularly bear the greatest responsibility of being the bridge between higher level management and front-line employees. If, at best, they are able to inspire positive recognition of self-effectiveness at the intra-organizational level, it will no doubt help to advance the development of the entire organization in mutual learning and growing.
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