Leadership has been a foundational component of secondary agricultural education and teachers are recognized as the program leader; furthermore, agriculture teachers are expected to develop leadership in their students. However, research examining the leadership style of agriculture teachers has not been fully vetted. The purpose of this study was threefold: to examine transformational leadership in secondary agricultural education from philosophical, qualitative, and quantitative perspectives. The study was conducted through a qualitative case study of an agricultural education program at the local level and through a quantitative study of secondary agricultural educators at the national level. The philosophical portion of the study gave an overview of the agricultural education model and the transformational leadership approach. A dynamic model was developed for agricultural education which places an emphasis on the leadership approach of the agricultural educator. The Transformational Leadership and Community Impact (TLCI) Model was developed to provide a more holistic approach for operating a high quality secondary agricultural education program. The qualitative portion of the study was a case study to examine the leadership styles of two agriculture teachers in a high quality secondary agriculture program. The transformational leadership approach of Bass and Avolio provided the framework to explore the leadership styles of the agriculture teachers as perceived by those closely associated with the agriculture program. The results of this case study suggest that the transformational leadership style of the agriculture teachers was a positive and effective way to lead. The quantitative portion of the study sought to identify the preferred leadership style of a random sample of agricultural educators across the nation who taught secondary agriculture during the 2008-2009 school year. Data were collected online using the Multifactor Leadership Questionnaire (MLQ). Descriptive statistics were used for reporting the demographic and personal characteristics of respondents. Mean scores were calculated to determine the leadership style and leadership factors of the agriculture teachers. The study concluded that secondary agricultural educators were more transformational in their preferred style in contrast to transactional and laissez-faire leadership styles. The highest mean score for a factor in transformational leadership was Individualized Consideration and the highest mean score for a factor in transactional leadership was Contingent Reward.

Extending Hambrick¡¦s(1994) concept of behavioral integration, a real ¡§team¡¨ doesn¡¦t focus on its team-orientation design, but on the interaction among its members. The concept of behavioral integration describes the key process of interaction among team members. Owing to the characteristics of task and social emotional interdependence, some work units need to work as teams to complete their task. The article concludes related surveys, and constructs a theoretical framework. Using survey data from 100 basic work units, the researcher tests the structural model by applying structural equation method (SEM). Although not every hypothesis has been supported by sample, transformational leadership is positively related to team behavioral integration. Besides, the relation between behavioral integration, team conflicts and learning is found.

News media organization vacillates and hesitates among high competition, commercialization and social public tools in the capital circumstance in Taiwan. The organization culture of the media, the executives¡¦ leadership style often influence yard stick and direction that the news edits and interviews virtually. It also influence organization members¡¦ job satisfaction, even about value judgment of the people. its influence is enormous. Therefore, besides pursuing profits, how media executives adjust the existing organization culture structure, to lead the reporters to reach tactics and the goal that the organization set up and to improve newspapermen¡¦s job satisfaction, become media executives¡¦ important topics. Media executives must think deeply about the important subject. This thesis regards newspapermen as study subjects through questionnaire investigation to collect relevant materials. Three researches such as exchangeable leadership, organization culture and job satisfaction carrying on the research of dependence, that the executives are using to probe into the newspapermen of Kaohsiung area relationship between exchangeable leadership and organization culture, and how to influence the reporters' job satisfaction. The results of study show: 1. In demography variable items, including sexes, service ages and monthly pay in job satisfaction, reach significant standards. 2. The transformational leadership has positive influences on job satisfaction and reaching significant effect. The transformational leadership has positive influences on innovative culture and supporting culture and reaching significant effecy. The innovative culture or supporting culture have positive influences on job satisfaction and reach significant standards. 3. Interfered by innovative culture or the supporting culture, transformational leadership will strengthen positive influence on job satisfaction, and reaching significant effect. Under interfered by for hierarchy culture, exchangeable culture is not obviously influenc on job satisfaction.

Abstract The purposes of this study are to investigate the relationship among teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors, teachers¡¦ organizational commitment, and teachers¡¦ job of involvement of elementary school teachers in Kaohsiung County. The major purposes are as follows¡G 1.To understand the situation of teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors, teachers¡¦ organizational commitment, and teachers¡¦ job involvement¡F 2.To understand their differences on different backgrounds of elementary school teachers¡F 3.To investigate the differences of teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors in teachers¡¦ organizational commitment and teachers¡¦ job involvement¡F 4.To understand the prediction effect of teachers¡¦ organizational commitment and teachers¡¦ job involvement from teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors. In order to achieve its purposes, this study has methodologically adopted document analysis, questionnaire survey. The subjects are public elementary school teachers in Kaohsiung County. The tool of this study, ¡§Elmentary School Principals¡¦ Tansformational Leadership Behaviors and Teachers¡¦ Organizational Commitment and Teachers¡¦ Job Involvement Survey Questionnaire¡¨ was designed and then 613 samples were surveyed. The data were analyzed and presented by t-test, one-way ANOVA, Pearson¡¦ s product-moment correlation, and stepwise multiple regressions. The conclusions of this study are as follows¡G 1.The teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors have high positive response in elementary schools. 2.The dimension of identification with school has high good response in teachers¡¦ organizational commitment. 3.The dimension of concentration on work has high good response in teachers¡¦ job involvement. 4.First, different personal variables have differences in teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors. Next,different personal variables have differences in teachers¡¦ organizational commitment. Finally, different personal variables have differences in teachers¡¦ job involvement. 5.First, teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors have great positive correlation with teachers¡¦ organizational commitment. Next, teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors have great positive correlation with teachers¡¦ job involvement.Last, teachers¡¦ organizational commitment have great positive correlation with teachers¡¦ job involvement. 6.Different teachers¡¦ organizational commitment and teachers¡¦ job involvement have differences in different teachers¡¦ perceptions ofprincipals¡¦ transformational leadership behaviors. And the high level ofteachers¡¦ perceptions of principals¡¦ transformational leadership behaviors is higher in teachers¡¦ organizational commitment and teachers¡¦ job involvement than the middle level and the low level. 7.Teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors are powerful in predicting teachers¡¦ organizational commitment in elementary schools. 8.Teachers¡¦ perceptions of principals¡¦ transformational leadership behaviors are powerful in predicting teachers¡¦ job involvement in elementary schools.

Abstract The purpose of this study was to investigate the relationship among the teachers¡¦ leadership styles, the students¡¦ learning motivation and the students¡¦ academic performance. The subjects were 5th and 6th graders chosen from six classes. The Teacher¡¦s Transactional and Transformational Leadership Style Inventory, and The Student¡¦s Achievement Motive Inventory were employed as the instruments. The data was analyzed by using descriptive statistics, t-test, one-way ANOVA and Person Correlation. Five major conclusions were listed below¡G 1.The female students¡¦ learning motivation is higher than the male¡¦s. However,there is no significant gender difference on academic performance. For Transactional Leadership, teachers¡¦ active managentment by exception, passive managentment by exception, contingent reward were shown in the study, especially active managentment by exception. For Transformational Leadership, teachers¡¦ intellectual stimulation, charisma, individualized consideration, inspiration were exhibited in the study, especially charisma and intellectual stimulation. 2.For Transactional Leadership,"Contingent reward" shows middle correlation with students¡¦ learning motivation, while passive management by exception exhibits negavite correlation with students¡¦ learning motivation. For Transformational Leadership, inspiration, intellectual stimulation, and individualized consideration, charisma all exhibit middle positive correlation with learning motivation. 3.Teachers¡¦ leadership style was negatively and significantly associated with the students¡¦ academic performance for 5th and 6th graders . 4.Learning motivation was negatively and significantly associated with academic performance for 5th and 6th graders. 5.Except Transactional Leadership¡¦s passive administration, Transactional Leadership shows middle positive correlation with Transformational Leadership.

This research is to understand the relationships among the transformational leadership, organization political awareness, role pressure and job satisfaction from the aspect of electronic media professionals. Under the theory of Organizational behavior, ¡§leadership behavior¡¨ and ¡§organization culture¡¨ are important aspects of the organization behavior. Broadcasting organizations and news professionals are working under complex social restrains. Gallagher (1994:240) media organization news department consists of new reporters and managers. Managers have the authorities to reward and punish, and various level of access to sensitive knowledge and decision making. Managers and reporters are both members of the media organizations, once they are in the organization, they become members that depend on each other instead of unrelated individuals. They often need to cooperate through compromises. Under the influence of the new media managers¡¦ leadership style and organization political awareness, it is important to understand how to increase the job satisfaction level of the employees. In Taiwan¡¦s accelerated capitalization trend, news reporters need to have a clear focus of these issues in order to breakthrough the current bottleneck of the electronic media industry. And to promote job satisfaction and accomplish the goals of the organization. This study was sampled based on the news professionals of the electronic media organizations in the southern Taiwan region including Chia-Yi, Tainan, Pin-Tung, and southern Kaoushing area. The rapid sampling methods was used based on 155 surveys, 39 of the samples are invalid, therefore 74.8% with 116 valid samples. Utilizing factor analysis, double cycle analysis, t-test, and ANOVA analysis, the study was concluded as following: (1) There is positive relationship among transformational leadership, organization political awareness, role pressure and job satisfaction. (2) Transformational leadership has partial significant effect on organization political awareness and role pressure. (3) Transformational leadership has partial significant effect on job satisfaction. (4) Organization political awareness and role pressure has partial significant effect on job satisfaction. (5) The transformational leadership, organization political awareness, role pressure and job satisfaction have unique result when applied on different test individual.

With the intensified competition in the world¡¦s economy, the globalization of business has become the only way to ensure its growth. At the same time, expatriates actually play a very important role. Moreover, as global operations increase, so does the emphasis on adaptability outside the home country for expatriates. Experience has indicated that the problem of adaptability for expatriates is Work-Family Conflict. The fact reveals the important of research on expatriate¡¦s leadership and effectiveness. Over the last decade and a half, transformational leadership with its emphasis on vision, development of the individual empowerment and challenging traditional assumptions has become a popular model of leadership in business organizations. It means that transformational leadership in organizational settings has undergone a significant evolution in terms of both theory development and empirical investigations. In the area of transformational leadership, much attention has been given to Bass and Avolio¡¦s research. Bass and Avolio proposed that transformational leadership comprises four dimensions ¡V the ¡§Four I¡¦s¡¨ ¡G1.Charismatic Leadership 2.Inspirational Motivation 3.Intellectural Stimulation 4.Individualized Consideration. Transformational leadership is different from the traditional command-and-control approach (transactional leadership). Transactional leadership is based on bureaucratic authority and legitimacy within the organization. Transactional leaders emphasize work standards and task-oriented goals. In addition, Transactional leaders tend to focus on task completion and employee compliance, and these leaders rely quite heavily on organizational rewards and punishments to influence employee performance. On the other hand, transformational leaders motivate followers by appealing to higher ideals and moral values. Transformational leaders must be able to define and articulate a vision for their organizations, and the followers must accept the credibility of the leader. In the managerial practices, a transformational leader must: 1.Setting a good personal example, move quick and decisively. 2.Develop and communicate a vision and a plan. 3.Releasing the potential of everyone involved in the change to help them to rise to the challenge. 4.Create productive working conditions, provide employees continuous skill development and encourage them rapid learning and adaptation. Another important article of organizational behavior is organizational commitment. Organizational commitment has been seen as one of the most important variables in the study of management and organizational behavior in the last three decades. One of the key reasons is that organizational commitment is highly correlated with turnover intentions, which have an important effect on employees¡¦ behaviors. Therefore, both organizational commitment and turnover intentions are important employee attitudes in maintaining a productive workforce. In addition, many researches have indicated that job satisfaction and organizational commitment are all significant correlates of organizational citizenship behavior. Today¡¦s competitive business environment demands employees who are good citizens- individuals willing to extend themselves to help coworkers and their employers. Organizational citizenship behavior is expressed in actions that show an unselfish concern for the welfare of others. A recent study found that the extent to which employees engage in ¡§good organizational citizenship behavior¡¨ is just as important as their productivity in advancing their careers. Good behavior includes: 1.altruism 2.courtesy 3.civic virtue. In this study, we use transformational leadership as independent variables, organizational commitment as intermediate variables and organizational citizenship behavior as dependent variables. The purpose of this research is mainly to find out the relationship and difference among transformational leadership, organizational commitment and organizational citizenship behavior. Using a sample of multinational companies who have subsidiaries operating in Taiwan, we test a set of hypotheses among the variables. Then, the effective questionnaires have been analyzed by factor analysis, descriptive statistics, analysis of variance, and Pearson correlation. The results of this research indicated that: 1. Individual variables do have significant difference on transformational leadership, organizational commitment and organizational citizenship behavior. 2. Transformational leadership has positive relation with organizational commitment. 3. Transformational leadership has positive relation with organizational citizenship behavior. 4. Organizational commitment has positive relation with organizational citizenship behavior. 5. Transformational leadership and organizational commitment have positive relation with organizational citizenship behavior. The organizational commitment is the important key to enhance the positive relation between transformational leadership and organizational citizenship behavior. According to the results, some suggestions are made for both industries and further researchers in this field. 1. To the industries: Leaders must emphasize the transformational leadership¡¦s skill, in order to increase employees¡¦ organizational commitment and present organizational citizenship behavior. 2. To the further researchers: ¡]1¡^To research the relationship between ethics and transformational leadership. ¡]2¡^To research the relationship and difference of cross-culture among transformational leadership, organizational commitment and organizational citizenship behavior. Key word: Expatriate, Transformational Leadership, Organizational Commitment, Organizational Citizenship Behavior.

Abstract Leadership and job satisfaction are significantly influential in the success of media and any other organizations. A case study looking into the media organizations of Taiwan can be interesting owing to its specific media environment, since the lifting of the martial law brought forth a liberal public sphere and prosperous media market, accompanying with a growing number of media workers and severe competition. To survive and aim for a longer-term development in such a moment, a well-managed human resource seems to be even more critical, which brings the importance to leadership and job satisfaction in an organization as argued in the beginning. To further explore the issue, this dissertation takes the reporters of terrestrial and satellite television corporations as research object, and examines the relations of three variables ¡V transformational leadership, locus of control, and job satisfaction, with the research method of questionnaire. The findings are listed as below: 1. Wage and seniority as demographical variables significantly affect the perception of transformational leadership. 2. Wage and position as demographical variables significantly affect job satisfaction. 3. The relationship between transformational leadership and job satisfaction has positive correlation. 4. The relationship between locus of control and job satisfaction has positive correlation. 5. The relationship among transformational leadership, locus of control, and job satisfaction has positive correlation; the locus of control is the important factor enhancing the positive correlation between transformational leadership and job satisfaction. According to the above results, to promote job satisfaction and organizational performance accordingly, transformational leadership is suggested in the management of news production divisions. Compared with workers of other industries, reporters are more exposed to time pressure and sense of being alienated with their organizations and colleagues; to release the tension and thus effectively promote job satisfaction of their reporters, leaders of news production divisions should put more stress on consideration. Later researchers might consider a dimensional study or comparative studies among different types of media organization, which would enrich the empirical studies and reinforce the application of theories of transformational leadership.

This century the West constantly research on the leadership phenomenon, and has developed several theories such as the trait theories, the behavioral theories, the contingency theories, the transformational theories, the leader-member exchange theory, and the charismatic leadership. Lately Silin and Cheng Po-Hsuan focused on the leadership characteristics of Chinese enterprise administrator or leader, which can be referred as "paternalistic leadership". The Post employee has the identity of both civil servant and labor, so the supervisor of such people is also differ from the ordinary enterprise administrator, which should hold the qualities of professional manager, so, the management method of the post supervisor to his subordinate has the necessity to research and discuss. However, this research has the goals of 1. to discuss the management form of the post supervisor 2. to discuss the different effects of the different leadership theories. This research was performed on the Taiwan south area Post managing department, and base on the employee's opinion as the research tool, the data process and analysis was done by using "person relative analyze" and "Blocked Regression". The result of the research found out that out of the six major leadership theories, LMX theory only did not give satisfy result on "supervisor justice action", the rest of "supervisor evaluation", "supervisor beneficial behavior", "repayment", "promises to supervisor", and "loyalty to the supervisor", has positive effects and better expectances compare to other three leadership theories. Therefore, the administrator mode of the Post supervisor, if compared with "paternalistic leadership", "transformational leadership", "charismatic leadership", and "LMX leadership", the "LMX leadership" is more suitable. Finally, base on the result of research, some concrete suggestions can be given to the Post Office and later researchers.

The purpose of this study is to investigate the influence of team leadership on team value and how team leadership passes through team value to affect team effectiveness. Finally,we want to understand the relative influence of transactional leadership and transformational leadership on team effectiveness and team value. This study has adopted SPSS FOR WINDOWS as the tool for ststistical analysis.For sampling data in descriptive statistics and examine the correlated coefficient Cronbach¡¦s £\ of all variables.Relativity analysis is used to examine the relationship of all variables.Block regression analysis is used to examine the predictability of team effectiveness in relation to team leadership and teem value,and the predictability of team value in relation to team leadership. Major findings include the following¡G 1. Transactional leadership and transformational leadership have significant influence on team value. 2. The intermediate effect of team value between team leadership and team effectiveness is not very strong. 3. The predictability of team effectiveness in relation to transformational leadership is better than the predictability of team effectiveness in relation to transactional leadership. 4. The predictability of team value in relation to transformational leadership is better than the predictability of team value in relation to transactional leadership.