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.

Abstract The main purpose of this study is to explore the relationship between external-organizational altruistic behavior, which is known as voluntary behavior, and internal-organizational altruistic behavior, which is called ¡§ organizational citizenship behavior (OCB)¡¨. Multiple regression analysis was employed with 369 employees of automobile industry. Results showed that individual volunteer behavior, volunteer behavior performed by organization and reference groups around, and transformational leadership had positive influence on organizational citizenship behavior. Leaders¡¦ Transformational leadership took more significant change than volunteer behavior on shaping subordinates¡¦ organizational citizenship behavior.

In the global knowledge economy century, service sector has been representing the main stream of the industrial development in Taiwan, which also increasingly employs the majority of workers, multi-level marketing industry categorizes as network-building service industry. In the wake of international competition and the transformation of social structure in Taiwan, more and more people have been engaging into multi-level marketing industry. With the economic scale being forged, multi-level marketing industry is able to reduce marketing cost with its unique marketing channels. It can be predicted that multi-level marketing industry is crucial to the competitiveness of the global economy with highly potential for the years to come. Therefore, this research is based upon the multi-level marketing distributors of the ¡§B¡¨ company as samples trying to utilize the aspect of human resources management to explore the issues of transformational leadership of distributors, multi-level marketing¡¦s organizational cultures and organizational commitment. This research is instrumental in analyzing how these issues can achieve effective organizational performance management for multi-level marketing industry and the managers in this industry can use this research to succeed in business for future reference. The indications of the research results are as follows: 1.Age, awarded ranking of distributors and education are significant differences on multi-level marketing¡¦s organizational cultures partially. Besides, seniority, awarded ranking of distributors, entrepreneurial experiences and other multi-level marketing distributor experiences are significant differences on organizational commitment partially. 2.Transformational leadership has positive relation with multi-level marketing¡¦s organizational culture 3.Transformational leadership has positive relation with organizational commitment. 4.Multi-level marketing¡¦s organizational culture has positive relation with organizational commitment; the hypothesis above is supported partially. 5.Transformational leadership has significantly positive effect on organizational commitment; the hypothesis above is supported partially. 6.Multi-level marketing¡¦s organizational culture has significantly positive effect on organizational commitment; the hypothesis above is supported partially. 7.Multi-level marketing¡¦s organizational culture is the important factor to enhance the positive effect between transformational leadership and organization commitment, the hypothesis above is supported partially.

A STUDY ON THE INTER-RELATIONSHIP OF PRINCIPLE¡¦S TRANSFORMATIONAL LEADERSHIP, INNOVATIVE CLIMATE OF ORGANIZATION, AND TEACHERS' ORGANIZATIONAL COMMITMENT IN ELEMENTARY SCHOOLS OF KAOHSIUNG CITY Abstract This study focuses primarily on public elementary schools in Kaohsiung City, investigating the inter-relationship of principal's transformational leadership, innovative climate of organization, and teachers' organizational commitment. The purposes of this study are to a) investigate the present situation of consciousness of elementary school teachers towards principal's transformational leadership, innovative climate of organization, and teachers' organizational commitment; b) understand the cognitive differences of elementary school teachers from different backgrounds towards principal's transformational leadership, innovative climate of organization, and teachers' organizational commitment; c) look deeply into elementary school teachers¡¦ perceptivity towards the inter-relationship among principal's transformational leadership, innovative climate of organization, and teachers' organizational commitment; d) submit some humble suggestions, in accordance with the results of this study, so that the educational administrative authorities and school administration as well can use them as references; and hopefully, innovative climate of organization at school can be enhanced, which in turn promote the fulfillment of the perception of teachers' organizational commitment, benefiting the upgrading of organization efficacy of schools. ¡@¡@The rational and research structures of this study are literature review. Then it serves as the basis for designing research instruments. Survey method is used to examine 605 teachers in 33 elementary school teachers of Kaohsiung City, with 553 valid questionnaires returned. Test instruments include ¡§Scales of Principal's transformational leadership,¡¨ ¡§Scales of Innovative Climate of Organization,¡¨ and ¡§Scales of Organizational Commitment from Teachers.¡¨ Data from valid questionnaires are tested and analyzed by t-test, single-factor ANOVA, movement correlation, typical correlation, and gradual-multiple transgression. The following results are reached: 1. The performance of principal's transformational leadership of the elementary schools in Kaohsiung City can be located between middle and high levels, in which ¡§encouragement and inspiration¡¨ is the best. 2. Innovative climate of organization of the schools occupies between middle and high levels, and ¡§self-reliance toward the assignment¡¨ has the best performance. 3. Organizational Commitment of elementary school teachers at the present occupies between middle and high levels, in which ¡§commitment of hardworking¡¨ is the best. 4. Teachers who are male, senior, experienced, and holding concurrent administrative jobs perceive a higher degree of the whole phase of principal's transformational leadership. 5. Teachers who are senior, experienced, and holding concurrent administrative jobs as section deans perceive a higher degree of innovative climate of organization. 6. Teachers who are senior, experienced, and holding concurrent administrative jobs as dean deans in middle-sized schools perceive a higher degree of organizational commitment. 7. The more the principals focus on their transformational leadership, the better innovative climate their schools have. 8. The more the principals focus on their transformational leadership, the better organizational commitment their teachers have. 9. The higher degrees the teachers perceive innovative climate of their schools, the better their commitment to their schools. 10. Higher degrees of the principal's transformational leadership and innovative climate of organization boost organizational commitment from the teachers. 11. Principal's transformational leadership and innovative climate of organization can validly predict teachers¡¦ organizational commitment, in which ¡§the challenges from assignments¡¨ has the best predictability. As a conclusion,the study results will be references for all Bureau of Education's and school's administrative organization.

Based on the theoretical insights from the newly arising concept of ¡§Employee Brand¡¨, this study seeks to explore the relationships between transformational leadership, human resource branding involvement, employee brand and employee brand behavior. Adapting the methodology of releasing 2-level survey to domestic hotels, this study aims to examine the impact of transformational leadership and HR branding involvement on employee brand and brand behavior. The 34 organizational-level questionnaires answered by the HR supervisors and the 326 individual-level questionnaires by the frontline employees were analyzed by descriptive statistics, exploratory factors, reliability, linear regression, and hierarchical linear models. The findings of the research indicates that transformational leadership influences the employee brand and therefore results in the brand behavior delivering brand values. In addition, employee brand behavior is also relevant to HR branding involvement. The contribution of this paper lies in the focus of how leadership and HR involvement affect employee¡¦s understanding and willingness of delivering brand values, which was not previously discussed in other relative documents.

The primary aim of the study was to investigate the relationships between principal transformational leadership, school organization change, and school effectiveness for the elemental and junior schools in Yunlin, Chiayi, and Tainan areas using questionnaire analysis. The samples of 600 teachers were chosen from 59 schools in Yunlin, Chiayi, and Tainan areas by stratified random sampling. There were 479 valid responses from the target teachers. Finally, the data was analyzed using the method of descriptive and inferential statistics, including mean and standard deviation, t-test, oneway ANOVA, Scheff¡¦s method, Pearson¡¦s product-moment correlation, and stepwise multiple regression. The main findings of this study are shown in the following: 1.The score of principal transformational leadership is above the average, of which the intellectual stimulation is relatively better. 2.The score of school organization change is up to the average, of which the revolution management method is relatively high. 3.The score of school effectiveness is at the high level, of which the cognition of community and parents is relatively better. 4.The male, old, senior, and administrative teachers and the teachers in the large schools and elemental schools have higher cognition of principal transformational leadership than the female, young, junior, and general teachers and those in the middle schools and junior schools, correspondingly. 5.The male, old, senior, and administrative teachers and the teachers in the middle schools and elemental schools have higher cognition of school organization change than the female, young, junior, and general teachers and those in the large schools and junior schools, correspondingly. 6.The old, senior, and administrative teachers and the teachers in the large schools, city schools, and elemental schools have higher cognition of school effectiveness than the young, junior, and general teachers and those in the small schools, country schools, and junior schools, correspondingly. 7.The higher the principal transformational leadership, the more the school organization change; the more the school organization change, the higher the school effectiveness. As a result, the higher principal transformational leadership results in the higher school effectiveness. 8.The principal transformational leadership and school organization change can apparently predict the school effectiveness, of which the change management method can best predict the school effectiveness.

The main purpose of the study treats of the variable effects on general subordinates' consciousness arising between transformational leadership and organizational commitment, with subordinate's self efficacy and emotional intelligence as moderator variables. The statistic by issuing out questionnaire quantitated via network and getting back available 230 samples obviously unearths a positive interrelation. The higher subordinates' consciousness of transformational leadership results in the higher subordinates' consciousness of organizational commitment; however neither subordinate's self efficacy nor emotional intelligence has no interference in transformational leadership and organizational commitment as well.

The study sought to advance knowledge between leadership style and teacher's use of technology. This quantitative research study investigated the relationship between principal leadership style determined by the MLQ (Bass & Avolio, 1989) and the perceived Role Messages (Katz & Kahn, 1978) teachers' receive about the use of technology in English and Mathematics. The Role Messages teachers receive from the principal influence the teachers' use of technology. A qualitative instrument, The Role Message Perception Interview for Administrator (RMPI-A) was used to confirm principal's leadership style in the transformation, transactional, and passive/avoidant areas.A transformational leader builds trust, inspires teachers, acts with integrity, encourages innovative thinking, and coaches people to move the teachers to a higher level of commitment. A transactional leader is more concerned with monitoring for mistakes and rewarding achievement. A passive/avoidant leader chooses to use his time dealing with crises and avoids involvement (Bass & Avolio, 1994). Sixty-three teachers of Mathematics and English at each of the five urban high schools responded to the Perceived Role Message Survey for Teachers (RMPS-T), a 56-question survey about the use of technology. The principal's leadership style was compared to their teachers' perception among the five high schools. The responses by teachers on the RMPS-T for the transformational sub-section showed significant differences among teacher responses on school culture (p = 0.0159), there were no other significant differences among transformational sub-sections. On the transactional sub-section showed significant differences among teacher responses on evaluator monitors (p = 0.122), and differences among the my principal rewards me sub-section, but not significant (p = 0.009). On the passive/avoidant the sub-section there were no significant differences.The study sought to show connection between teachers' gender, age, subject taught, the number of college credits earned, and the number of hours of professional development when compared to the number of uses of technology. The findings showed a difference among teacher responses based on gender, but not significant. There were no other significant differences. The results will assist high school principals in understanding how leadership style can impact the use of technology.

Purpose — this thesis aims at finding out the extent to which transformational leaders exercise the required competencies during the process of change within an organization. It’s simply meant to highlight the pros and cons that are evidenced within transformational leaders during the change process. Design/ methodology/approach — the thesis relies on two cases involving mergers, notably HP-Compaq merger, and Volvo-Renault merger are used for the analysis. The reliance on models and concepts is employed, to test the empirical findings. Findings — this paper illustrates that although transformational leaders competently fulfil their, there is a certain level of incompetence that arise during the process of change. Originality/Value — this paper provides a detailed analysis of the transformational leader’s virtue and short comings during the process of change.

This research is an experiential learning history of a change management process that occurred within the local government Development Management Department of the Ethekwini Municipality in the South African province of KwaZulu Natal. The department is the gatekeeper of development for Ethekwini and offers the plans approval service in the municipal area. The department underwent an internal change management process in 2000, which aimed to streamline the plans approval process and minimize the approval timeframe. The Municipality’s decision to change the existing system was motivated by the lack of foreign direct investment into the city due to the bureaucratic plans approval process. This research used the qualitative framework and case study approach to understand the context of the requirement for the change, the implemented changes and the aftermath of the changes. A sample group of 38% (from the department) was interviewed, their responses consolidated, grouped and graphically represented, enabling the unpacking of the change management experience. The author then analyses the data against systems theory and change management theory to enable a greater appreciation of the complexity of the process and the high impacts of specific choices in the change management process. The findings of the research indicate a high degree of unresolved stress relating to the imposition of the process of change management on employees. The author draws the conclusion from the evidence presented that the inclusion of the recipients of change, in the process of change will mitigate against these stresses. This research documents the experience of the change management process by the recipients of change. In so doing it offers a greater level of insight of the way in which change is experienced, thereby promoting better choices by practitioners in the field of change management. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2009.