The aim of this study was to see if there existed any differences between male and female superiors. The theoretical framework was based on transformational, transactional and laissez-faire leaderships styles. The sample was employees in three companys (n=24). Three hypothesis were formulated: (1) female superiors are more transformational than male, (2) male superiors are more transactional than female and (3) male superiors are more laissez-faire than felmale. The method of measurement was a modified version of the Multifactor Leadership Questionnaire. The findings of the study did not confirm any differences between female and male superiors in the components of transformational and transactional leadership styles. The result of the hypothes that male superiors are more laissez-faire than female was confirmed. Male superiors applied behavios of the laissez-faire style more than female superiors. The findings were also related to previously research. It is important to point out that the findings of this study can not be generalized based on a smal sample.

Abstract Due to personal experience, I¡¦m interested in the impact of the leading style on the employees. When I was reading related research, I found that the leading style didn¡¦t show positive correlation on job performance when using the relation-oriented and job-oriented as the independent variable. Modern research support transactional leadership and transformational leadership. Therefore I took leading style as the independent variable, job performance as the dependent variable and the moderating variable is psychological contract. Descriptive statistics, reliability, factor-analysis, Pearson correlation and regression were chosen for data analysis and hypothesis testing. The result is shown as the following: 1. Transactional leadership and transformational leadership have positive impact on job performance. 1.1 Transactional leadership and transformational leadership have positive correlation impact and significant impact on task performance. 1.2 Transformational leadership has positive correlation impact and significant impact on contextual performance. 2. Psychological contract has different impact on job performance. 2.1 On task performance 2.1.1 Balanced contract has positive correlation impact and significant impact on task performance. 2.1.2 Relational contract has positive correlation impact and no significant impact on task performance. 2.1.3 Transactional contract has negative correlation impact and no significant impact on task performance. 2.2 On contextual impact 2.2.1 Balanced contract has positive correlation impact and significant impact on task performance. 2.2.2 Relational contract has positive correlation impact and no significant impact on task performance. 2.2.3 Transactional contract has negative correlation impact and no significant impact on task performance. 3.Psychological contract has positive correlation with leading style and job performance. 3.1Relational contract has negative moderating effect between transformational leadership and task performance. 3.2 Relational contract has negative moderating effect between transformational leadership and contextual performance.

The purpose of this study was to explore the relationship between teachers¡¦ leadership behavior of elementary school and classroom management effectiveness. The subjects were sixth grade students of public elementary school in Kaohsiung. This study used stratified random sampling; 928 questionnaires were taken back including 895 ones valid, at a ratio of 96.44%. This study adopted questionnaire survey, ¡§Teachers¡¦ Leadership Behavior Scale¡¨ and ¡§Classroom Management Effectiveness Scale¡¨ were used as instruments. The collected data were analyzed by t-test, One-way ANOVA, Pearson correlation, and stepwise multiple regression analysis. The conclusions of this study were as follows: 1. The present status of elementary school teachers¡¦ leadership behavior is over the average. They perform best on ¡§intellectual stimulation¡¨ and ¡§active management-by-exception ¡¨ but worst on ¡§passive management-by-exception¡¨. 2. The present status of elementary school teachers¡¦ performance on classroom management effectiveness is over the average. They perform best on ¡§teaching quality¡¨ but worst on ¡§class manners¡¨. 3.Better performance in teachers¡¦ leadership behavior was found for the ones who were female, 6 to 10 years of serving, and at schools with the scale under 24 classes. 4. Better performance in classroom management effectiveness was found for the ones who were female, 6 to 10 years of serving, at schools with the scale under 24 classes,and with the number of students between 21-30 in class. 5. The better is the teachers¡¦ leadership behavior, the more outstanding is their classroom management effectiveness. There exists the strongest correlation between ¡§individualized consideration¡¨ and ¡§classroom atmosphere¡¨. 6. Teachers¡¦ leadership behavior is crucial in enhancing classroom management effectiveness. The prediction capability of ¡§individualized care¡¨ for the whole classroom management effectiveness is the most significant.

The banking industry has been gradually stepped out of the shadow of the financial crisis of year 2008. After the MOU (Memorandum of Understanding) and the ECFA (Economic Cooperation Framework Agreement) were executed, the banking industry of Taiwan will be facing competitions from not only domestic financial holding banks or foreign banks, but also banks from China. Thus, retaining talents has become the first priority to the banking industry. This research sets styles of leadership as the variable for the turnover intention in while further analyzing whether compensation satisfaction has intermediate effect to the aforesaid variable. 300 questionnaires were distributed and among which 224 effective questionnaires were collected for this research. After correlation analysis and regression analysis, the primary study results are: (1)Supervisors with transactional leadership style have positive and significant effect to satisfaction over compensation. (2)Supervisors with transitional leadership style have positive and significant effect to satisfaction over compensation. (3)Satisfaction over compensation has negative and significant effect to the tendency of resignation. (4)For the effect by the transactional leadership style to the tendency of resignation, satisfaction over compensation has complete mediation. (5)For the effect by the transitional leadership style to the tendency of resignation, satisfaction over compensation has intermediate effect.

Human resource is an important resource to achieve organizational mission (McGregor, 1960). The impact of strong competition, dramatic changes in the external environment, the business enterprise has a certain degree of impact and influence. How to operate with sustainability in this changeable environment of intense competition would be the prior goal that a firm is pursuing. Under the context of rapidly-changing industrial paradigm, leaders face the critical issue of how to attract excellent employees and keep them dramatically influences the competitiveness of the company. The purpose of this study was to investigate the relationships among leadership style, work motivation, and job involvement, and also use the oranizational justice as a moderator. This research tries to find out the moderating effect of organizational justice on work motivation and job involvement. This research targeted the top 1000 companies in manufacturing industry and top 500 companies in service industry which were according to the year 2008 ranking of the Common Wealth Magazine, of that, 417 valid samples were returned. The study adopts the following statistical analysis techniques: The confirmatory factor analysis (CFA), the reliability analysis, the descriptive statistics, the independent t-test, the one-way ANOVA, the correlation analysis, and the hierarchical regression analysis. The finding were as follows. 1. Both transformational and transactional leaderships show significant positive effects on the extrinsic motivation. 2. Both transformational and transactional leaderships show significant positive effects on the intrinsic motivation. 3. The extrinsic motivation shows significant positive effects on the job involvement; but the intrinsic motivation shows no effect on the job involvement. 4. Both transformational and transactional leaderships show positive effects on the job involvement. 5. The extrinsic motivation has mediated effect between leadership style and job involvement. 6. The procedure justice has moderated effect between intrinsic motivation and job involvement. This study concludes by discussing for the implications of major findings, which would be a reference to the academy and industries, and make suggestions for further studies.

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.

A Practical Study on Commanding Behavior and Power Bases of Female Naval Officers¡XSamples taken from female officers serving on warships of the R.O.C. Navy Abstract In recent years, due to the popularity of education and the variation of traditional concepts, employment opportunities are wide open to women. In other words, it has become the main stream to welcome ¡§woman power¡¨ into all walks of life. There is no exception for the Ministry of National Defense (MND). In the past, professional officers were all males. Military academies admitted only male students. A few years ago, the MND, adjusting to the world trend, made major academies open to female students in order to cultivate female officers who would be serving in the military. In 1994, for the first time, the following academies admitted female students: the Military Academy, the Naval Academy, the National Management College and the Chung-cheng College of Science & Engineering. Now, female officers have been an important part of the military personnel. Since modern politics, society and technology have become more and more complicated, how to successfully lead is a branch of art and science. The commanding modes of female military officers have formed a newly-rising research field and need to be studied continuously. The essence of leadership is derived from influence, which means ¡§power¡¨ in the broad sense. This study is based on two theories. One is the theory of transformational leadership and transactional leadership advocated by Bass in 1985. The other is the power bases advocated by French & Raven in 1959. This study is focusing on the commanding behavior and power bases of female naval officers serving on warships. Through the study with logical analyses and practical experiments, it is hoped that female Naval officers can clearly understand how they practise their leadership and power. Furthermore, the study can help them establish their own successful and unique commanding styles. Questionnaires and interviews were done with female officers who had been serving in the Navy for one or two years. There are three important points found as follows: (1) Regarding the factors of the transformational leadership and transactional leadership, no significant difference is shown between male and female Naval officers. Officers of both sexes use both types of leadership although female officers have a slight preference for transformational leadership. (2) In practising power bases, officers of both sexes are almost the same although female officers have a little tendency to use reference power and expert power. (3) The relation between commanding behavior and power bases of female naval officers is significantly positive. Key words: transformational leaderhsip & transactional leadership, power bases, Female officers

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.

Abstract Enterprises thought about how to conform employee¡¦s power then they make a team to enhance communication and cooperation. The input-process- output model of Mcgrath point out that team processes is inter-medium. It is mean that we want good team effectiveness needs to promote team processes first. Communication and cooperation are very important. What kinds of leadership have effective influence in team processes? Different task type has different conceptual task could moderate the relation of team leadership and team processes. So that we like to study about the influence in Transactional leadership, Transformational leadership, Paternalistic leadership and team processes. The study is according to 274 effective cases from 71 teams belong to companies in electronic, communicational, mental, mechanical, food, sales, medical and government. The results are present in below. 1. Transactional leadership has significantly effective prediction to team processes. Contingent reward leadership has significant effective prediction to cooperation and communication. Desertless leadership has no significantly effective prediction to cooperation, but has significantly negative effective prediction to communication. 2. Transformational leadership has significantly effective prediction to team processes. Relationship oriented leadership has significantly effective prediction to both team processes. Task oriented leadership has no significantly effective prediction to both team processes. 3. Paternalistic leadership has significantly effective prediction to team processes. Authoritarianism leadership has significantly negative effective prediction to both team processes. Benevolence leadership has significantly negative effective prediction to both team processes. 4. Three leaderships has significantly effective prediction to team processes. Relationship oriented leadership has the best significantly effective prediction to both team processes. Authoritarianism leadership has significantly negative effective prediction to communication. 5. Task type has significantly moderating influence to benevolence leadership and communication. In the lowest conceptual task ¡]promotion team¡^situation benevolence leadership has negative relation to communication. In the others task types benevolence leadership has positive relation to communication.

<p>The aim of this study was to see if there existed any differences between male and female superiors. The theoretical framework was based on transformational, transactional and laissez-faire leaderships styles. The sample was employees in three companys (n=24). Three hypothesis were formulated: (1) female superiors are more transformational than male, (2) male superiors are more transactional than female and (3) male superiors are more laissez-faire than felmale. The method of measurement was a modified version of the Multifactor Leadership Questionnaire. The findings of the study did not confirm any differences between female and male superiors in the components of transformational and transactional leadership styles. The result of the hypothes that male superiors are more laissez-faire than female was confirmed. Male superiors applied behavios of the laissez-faire style more than female superiors. The findings were also related to previously research. It is important to point out that the findings of this study can not be generalized based on a smal sample.</p>