| Summary: | 碩士 === 東吳大學 === EMBA高階經營碩士在職專班 === 105 === Leaders cultivate the core team, holding outstanding is the priority task, to understand the staff's thinking, to hit on what he likes attract subordinate to generate a sense of belonging, willing to take the initiative to participate in team affairs, will be able to play the benefits of the group. Growth stage after a different economic background, creating different generations of thinking, preferred leadership style should be different.
The purpose of this study is to discuss the preferences of different generations of employees in the leadership style; second: to explore 1960 to 1980 generations in charge of non-financial incentives to lead the style of the importance of leadership to provide leaders with reference, Reduce employee turnover. In this study, questionnaire survey was conducted, and the respondents were those who had work experience in Taiwan. In the middle of March 2017, 322 valid questionnaires were collected (101 in 1960, 118 in 1970 and 103 in 1980), and the recovery rate was 94%. The narrative statistical analysis, ANOVA variance test, Logistic Causality analysis to verify the hypothesis, the study concluded:
A.It is advisable for managers to adopt a "transformative leadership style" with a slightly lower preference rate for several leadership methods. Please use the other measures to be applied. While the 1960 to 1980 grade employees for the "transformative-style style" is less preferred, the leader in the implementation of the need to be careful.
B.The 1960 to 1980 employees in the work of the impact of the factors of retention, the competent non-financial incentives to lead the feasibility of the style: 60’s staff feel the pressure of work need to participate in decision-making control of its available resources and Assess the risks that can be tolerated to ease the pressure, and when the task is fulfilled, the supervisor is required to be publicly acknowledged. 70’s staff believe that the encounter is not good, if the leader can implement the "incentive" leadership style, 70’s staff at least get the competent affirmative, work feel more pleasant. 80’s staff that the treatment is not good, not suited to the company culture, with colleagues not harmonious and long working hours, are preferred "incentive" leadership style, 80’s staff "incentive" leadership style preference is much higher 60’s and 70’s staff, in charge of the "incentive" leadership style, affirmed the performance of the 80’s staff, to give him a sense of accomplishment, to induce it to find the fun of work, resulting in retention.
C.60’s to 80’s employees 88% non-treatment for the measure of whether to stay in the main factors, especially in the 70’s grade staff ratio higher than the 60’s and 80’s grade staff, and the leadership of the leadership style is also its consideration factors.
D.60’s to 80’s grade staff in a poor working environment environment, colleagues get rid of music, they will sprout the withdrawal of about 30% of staff, especially six or seventh grade staff even more, so the director should create and music work atmosphere to Enhance the willingness of employees to stay.
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