What leadership style leads to organizational citizenship behavior? The moderating effect of perceived status inconsistency

• Main Authors: Chen, Chin-Ching, 陳志誠
• Other Authors: Ye, Kung-Don
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/vuhu2u

碩士 === 國立臺灣海洋大學 === 航運管理學系 === 103 === Abstraction There have been a lot of theories about Leadership since 1960s. To bring out the Leadership style from histories is a very important factor which affects the Organizational Citizenship Behavior. Among all the employees’ behaviors, the Organizational Citizenship is a very important part , and it is also studied by many scholars. This research will try to study. This research is to investigate the influence of the Leadership of the employees’ recognition on the Organizational members’ Organizational Citizenship Behavior. And the Status inconsistent as one of the intervene variables will also be added. The study samples and the questionnaires are issued to the companies from the science and the techonology park in the northern Taiwan, Fubon Insurance, Taipei Fubon Bank, Fubon Life Insurance from major cities in Taiwan, and the organizational members who don’t have a leadership. This questionnaire goes under gneneral survey, business industries include insurance, finance, electronics and other industry employees. The questionnaire release time is from March 21, 2015 to April 20, 2015, which lasts for one month. The total amount is 250 copies, the recovery rate is 90.4%, 6 copies are invalid and not included. The valid recovery rate is 88%. The empirical result from this research is 1. The employee recognition on the Leadership style in this research gets 64.4% for mostly consult. democratic style, while the benevolent authority style gets 33.6%, it shows that the internal leadership styles of the enterprises are mostly consult.democratic style. 2. The analysis of the data from SPSS shows that the leadership style has a very obvious influence on the facets of the Organizational identity, assisting collegues, working hard and being responsible, the interpersonal harmony, and protecting their company in the Organizational Citizen Leadership. 3. The discovery shows that the relevance between the Status inconsistent and in all the facets of Organizational citizenship behavior, only the facets of assisting colleagues, identity Organization, and protecting the company have significant influence but have insignificant influence on working hard and being responsible and the interpersonal harmony. The employees who have lower recognition on the Status inconsistent behave better than those who have higher recognition on the status inconsistent. 4. The analysis of the results of the interaction among the Leadership style, the Organizational Citizenship Behavior and the Status inconsistent is not significant, it shows no indirect relevant among them. Key words: Leadership style, Organizational Citizenship Behavior, Status inconsistent