The purpose of this thesis was to investigate prediction of senior leader transformational leadership behaviour. Transformational leadership was identified as a major theory with substantial practical implications for economic prosperity. It was argued that a better understanding of what predicts transformational behaviour would assist in creating a lift in the effective application of the theory with attendant benefits for all organisational stakeholders. It was proposed that personality components would predict transformational behaviour. Personality was conceptualised in two ways: as components of the Five Factor Model of personality and as personality disorder components. Specifically, eight personality constructs were hypothesised as predictors. They were three Hogan Personality Inventory based Five Factor Model components and the five Hogan Development Survey personality disorder components. It was further proposed that self-subordinate rating agreement would moderate the prediction of transformational behaviour by the selected personality components. A survey research methodology was used to gather data from senior Australian organisational executive leaders. Two samples were accessed while subjects were attending training or strategy seminars. The samples incorporated a total of 462 individual senior leader subjects and 1,881 of their subordinates drawn from the top four levels of a range of large multi-level public and private Australian organisations. It was argued that the sample validly represent a senior executive cohort of organisational leaders. Subject leaders completed a brief demographic questionnaire, the leader version of the Multifactor Leadership Questionnaire, and either the Hogan Personality Inventory or the Hogan Development Survey. Subjects' subordinates completed the rater version of the Multifactor Leadership Questionnaire. Transformational behaviour was operationalised as charisma, which was calculated as the mean of two subordinate rated transformational components of the Multifactor Leadership Questionnaire, viz., idealised behaviour and inspirational motivation. This dependent variable was regressed on the various personality variables to assess predictive ability. Moderation of the prediction of transformational leadership behaviour by personality components was assessed by multiple regression of transformational leadership behaviour on the various personality components within self-subordinate rating agreement categories. There were eight specific original contributions from the findings of this thesis. The HPI component ambition was found to positively predict charisma. The HPI component prudence was found to negatively predict charisma. Self subordinate rating agreement operationalised as an absolute difference score was found to moderate the level of prediction by whole HPI regression model and some of the relationships and predictions of charisma by individual HPI components. It was found that prevalence of personality disorder components among senior executives varied from six percent to 34 percent of the sample cases. The HDS personality disorder components sceptical and cautious were found to negatively predict charisma; whereas the HDS component imaginative was found to positively predict charisma. Self subordinate rating agreement operationalised as a relative difference score was found to moderate the whole HDS regression model and some but not all of the relationships and predictions of charisma by individual HDS components. Theoretical and practical implications of the above findings, limitations of this research and recommendations for future research were discussed.

Abstract To develop optimal leadership effectiveness under complicated circumstances is the priority of a leader . A higher result can be created if the leader master his or her leadership style. Since the 1980s, the research about leadership has emphasized on recent theories such as transformational leadership, transactional leadership, and charm leadership. In this research , the former two types are applied to investigate the relationship between them. Aim at salespeople, the questionnaires are delivered by e-mails, mails and personally. Among the 400 questionnaires, 266 copies have been took back and 218 copies are available. The conclusions are: (1) There is no obvious relationship among transformational leadership, transactional leadership and personal completion. (2) There is positive and obvious relationship among transformational leadership, transactional leadership and group completion. Generally speaking, the former is superior to the later. (3) There is positive and obvious relationship among transformational leadership,transactional leadership and organization promise. Generally speaking, the former is superior to the later. (4) There is positive and obvious relationship among transformational leadership, transactional leadership and leadership. Generally speaking, the former is inferior to the later. (5) Part of the effectiveness that transformational leadership causes is superior to that of transactional leadership.

When facing the highly competitive environment in high-tech industry, how to excite the employee¡¦s job involvement and drive their performance turns to be an important issue. Especially when the stock bonus is no longer a key stimulation tool to the employer, leadership will be and important part to make human resource more effective. The major purpose of this research is to examining the effect of transformational leadership on job performance and use job involvement as mediating factor. This research was proceeded by questionnaire to the sampling objects of high-tech enterprises. The result verified the hypotheses below. 1.Transformational leadership effects positively on job involvement. 2.Job involvement effects positively on job performance. 3.Transformational leadership effects positively on job performance. 4.Job involvement has mediating effect between transformational leadership to job performance.

In recent years we have witnessed an increasing integration of women into positions where leadership is exercised. Although some studies show that less than 10% of leaders are women, they are making their headway in the difficult field of leadership which, some years ago, was totally dominated by men. Several authors have analyzed the female’s skills in developing leadership roles. Some of them have concluded that there are differences with respect to male leadership. But others are not so clear and talk about gender equality in exercising leadership roles. Moreover, a new style of leadership has been implemented in organizations, that is, transformational leadership. This style together with the latest developments in leadership has been analyzed from a gender perspective. Several experts in this issue have come to ensure the highest skill for women to develop this style of leadership, which is based on communication, empowerment and followership. How do stereotypes cloud our claims? How does literature affirm or deny the existence of gender differences in leadership? What do women writers specializing in leadership study over the past three years? What are the latest developments in leadership? This work features a series of studies on the subject made in the last twenty years. This along with opinions of today’s leaders, insufflate fresh air to the results and invite the reader to enter in the interesting but slippery field of leadership from a different perspective.

¡§Team¡¨ has been the essential working unit for companies nowadays. Researchers do not regard it as an important issue of telling ¡§groups¡¨ from ¡§teams¡¨ for team research, because they are all for being interdependent and being responsibility-apportioned working units, and the former is the major characteristic of being a team. The writer aims at mission-interdependent and affiliation-interdependent working departments, which being referred to the past research, meanwhile taking team personality and transformational leadership as independent variables, team efficacy as dependent variable, and coherence as the major medium. The writer released 795 questionnaires to the working units in hospitality and tourism industry, including 103 questionnaires to management level, 692 to subordinates level, totally 103 work units, eventually ended up effective 418 questionnaires in 66 units with 64.08% return rate for work units and 52.58% return rate for individuals. The findings are as follows. 1.The agreeableness of team personality, and the ideal influence, spiritual encouragement and talent development of transformational leadership have positive influence on team cohesion. 2.Team cohesion is indeed helpful to team efficacy enhancement. 3.Team cohesion merely has partial medium to team personality, transformational leadership and team efficacy.

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The research investigates the detailed relationship among transformational leadership, job satisfaction(intrinsic satisfaction and extrinsic satisfaction)and organizational commitment(affective commitment¡Bcontinuance commitment and normative commitment)in the banking industry. Further attempts are also made to explain the above correlations in terms to enhance the performance of banking industry. The sample is collected from eight banks, including local banks and foreign investing banks. The total issue amount is 500 with the effective questionnaire amount of 256. The effective rate is 51.2 %. The results present the positive relationship among transformational leadership, job satisfaction and organizational commitment. The study not only confirms the positive relationship, but also proves the intervening role of job satisfaction. This paper provides suggestions for banking managers who are seeking to develop effective working relationship with the subordinates. Besides, it also explores the application on transformational leadership on the banking industry.

The Study of Relationship among Transformational Leadership, Organization- al Commitment and Organizational Citizenship Behavior : The Evidence from Southern District Branch Chunghwa Telecommunication, Corporation. . Abstract In the public sector, its expending organization of human resource is restricted by expenditure examination; therefore it cannot be as flexible as the private sector. In the stimulating aspect, the system of the public sector is more rigid than the private sector; therefore, for this phenomenon, how to lead employees of the public sector efficiently to create achievement is one of the factors that the public sector must consider for success Chunghwa Telephone is the leader of telecommunication in the public sector. The mission of telecommunication in gross output value of Taiwan high-tech manufacture is very significant. Telecommunication is the leader of the top ten businesses, and thus we can realize the importance of telecommunication. The human resource management of telecommunication is extremely different from the traditional manufacture. Chunghwa Telephone, the leader of telecommunication, leads employees towards achievement and stimulates them having commitment for the organization. Therefore, this research is relatively for the employees who proceed to change leading, commitment of organization and behavior of organizing citizen in the south branch of Chunghwa Telephone. The result of this research indicate that: 1. Employees of different attribute (sex, age, marriage, family of children, education, seniority, position, people dealt with from work) have part discrepancies on transformational leadership, organizational commitment and organizational citizenship behavior. To get the result from t and One-way ANOVA examine. 2. Transformational leadership, organizational commitment and organizational citizenship behavior have positive relation. 3. Transformational leadership has positive relation with organizational commitment. 4. Transformational leadership has positive relation with organizational citizenship behavior. 5. Organizational commitment has positive relation with organizational citizenship behavior.. 6. The organizational commitment is the important key to enhance the positive relation between transformational leadership and organizational citizenship behavior. According to the above results of the research, the command for the public telecommunication is that the leader should improve his way of changing management, have more commitments of organization to workers, and then make workers show up the behavior of organizing citizen to approach to the achievement of public telecommunication. A command of later researchers is to increase changes of research, have comparison between the private telecommunication and public department, amending measurement and proceed certain researches. Key words: Transformational leadership, Organizational commitment, Organizational citizenship behavior.

The product value of electronic industry in Taiwan ,processes the significant position .It is extremely different traditional manufacture industry ,and service distinguish with electronic human Resource (HR) work. How can the leader manage the employee and the business thus the future strive toward to complete the mission under this complex attribute. It is necessary for him to inspire employees carry out organizational commitment and organization citizenship behavior . Hence researcher proceeds the research of the relationship among the transformational leadership , organizational commitment and organizational citizenship behavior in electronic industry in Taiwan . The result of this research indicate that: 1. Employees of different attribute (sexuality ,age,marriage ,children ,tenure ,and positions) have no discrimination on transformational leadership .It expresses a lot of diversification in education. Inspiration vision where are top level transformed .It the mean while the education above college is higher in organizational citizenship than senior ¡Vhigh-school educated. 2. Transformational leadership offers a positive relation with organizational commitment. 3. Transformational leadership showers positive relation with organizational citizenship behavior . 4. Organizational commitment presents positive relation with organizational citizenship behavior. 5. Transformational leadership and organizational commitment presents positive relation with organizational citizenship behavior. 6. The organizational commitment is the important factor to enhance the positive relation between transformational leadership and organizational citizenship behavior. Considering the results mentional above , some suggestions are made for electronic industry and further research in this field.

The development of the western leadership theories is currently toward ¡§Transformational Leadership.¡¨ However, owing to the culture differences, the results testified in the theory of ¡§Transformational Leadership¡¨ are not completely suitable for Chinese society. Thus, domestic scholars develop the theory of ¡§Paternalistic Leadership¡¨ according to tradition of Chinese culture and family system. In addition, the coordinate culture of military units focuses on rank submission, guide, and help. Although the difference of authority between commanders and subordinates is large, the leaders still have to need the nurture of ¡§Convincing People by Good¡¨ which is exactly the ideal of ¡§Paternalistic Leadership¡¨; however, the formations of the earth village concepts and diversified thoughts of the e-age have forced military leaders to face the issue how to adapt themselves to improve leadership efficiency. Therefore, related research is required. The method of two standardized phases is applied to this research. For the first phase, the use of individual interview is for qualitative analysis, and then that of questionnaires is for quantitative analysis. Conclusions of this research show as follows: 1. ¡§Paternalistic Leadership¡¨ style is more appropriate for military units. ¡§Authoritarian Leadership¡¨ only has negative influence. 2. The core of ¡§Paternalistic Leadership¡¨ is ¡§Lead People by Good.¡¨ Meanwhile, ¡§Unselfish Model¡¨ is the key to ¡§Lead People by Good.¡¨ 3. As the diverse perspectives between leaders and subordinates, they have different feeling for ¡§Alternating Weakness with Severity.¡¨ 4. The situation of depreciating subordinates¡¦ contribution by leaders of military units is not found. Finally, the following suggestions have been made to effectively enhance leadership efficiency of military members: 1. Just, equitable, and open conduct. 2. The attitude of real consideration and respect. 3. Effective communication and identification acquisition. 4. Lifetime learning and thorough self-examination.