Abstract Since the Enron scandal and various incidents of dishonest financial reporting and corruptive conduct among some companies in Taiwan, the quality of financial audits performed by accounting firms in Taiwan has been subject to severe challenges in recent years. In addition to losses suffered by the investors in general, an immense impact was sustained by the nation¡¦s financial system. To the managers of accounting firms, re-thinking quality of financial audit and mamagement strategy requires immediate attention. With a high turnover rate of human resource - the most valuable asset of accounting firms, how a manager establishes the influence of leadership style on organization commitment and job satisfaction, is an important management issue managers of accounting firms need to face. Therefore, the objective of this research is to study the relationship between leadership styles of accounting firm managers, employee organization commitment and job satisfaction. The results of the reseach are summarized below: 1.The relationship between manager¡¦s leadership style and employee organization commitment: Leadership styles, such as supportive and coaching styles, emphasizing employee relationship exhibit higher levels of employee organization commitment than leadership styles, such as directive and non-inteference styles, oriented toward lower employe relationship. Leadership style shows a positive relationship with organization commitment. 2.The relationship between manager¡¦s leadership style and employee job satisfaction: Leadership styles, such as supportive and coaching styles, emphasizing employee relationship exhibit higher levels of job satisfaction than leadership styles, such as directive and non-inteference styles, oriented toward low employee relationships. Leadership style is positively related to job satisaction.

This research aims at understanding the career development of women in the high-level management in corporat ions and enterprises. I t will focus on their leadership uniqueness and inf luences, the conf lict of balancing fami ly wi th career, and how to coordinate and communicate. This research adopted multiple approaches on individual case studies. I t incorporates in-depth interviews of upper female leaders¡¦ career development and inf luence factor to acquire study results. The process included interviewing four women execut ives, t ranscribing the interview content , and analyzing the content. The study f inds even though the women execut ive¡¦s performance at work is outstanding, the responsibi lity in the fami ly does not reduce. With the increase in career opportunity, these women st ill have to be responsible for children¡¦s education as wel l as household duties. This renders greater pressure for women than men. Companies based on policies and system or indust ries that ¡¦s more sui table to women, wi th less obst ruct ion in career development wil l result in less family conf lict . Women execut ives with leadership styles that lean towards employee centered, team bui lding, proper delegat ion, and social experience, tend to have more pat ience and empathy. This is especially t rue in the communication and negot iat ion process. More democrat ic and inclusive spirit is incorporated. Encouragement and teamwork creates mutual t rust, and posi tive compet it ive envi ronment. As the famous quote by the American f irst lady Eleanor Roosevelt , ¡¨A woman is like a tea bag- you never know how st rong she is unt i l she gets in hot water¡¨, women leaders should possess self -knowledge, understand the inner-self and the role she wil l play. She should consider the nature of the job and its requirements. With personal uniqueness, distinct ive personali ty, and self -discipline, she wil l be convincing and possessing charming conf idence.

In order to survive in the competitive environment and keep substantial development for business, more and more organizations pay attentions to the concept that human beings are the important capital in the organizations. In this case, trying to understand and improve employees¡¦ satisfaction and need, and keeping a good relationship with employees to improve employees¡¦ productivity are the very important issues today for many organizations. Salespersons, who act as the organization impression, and responsible for sales performance and business target, do play a very important role in an organization. Accordingly, how to motivate salesperson to achieve organizational business target is undoubtedly important today. Besides improving salespersons¡¦ professional competence, the leadership style of line managers is thought to significantly influence the salespersons¡¦ performance. The leadership style of line managers, is the independent variable, job performance as dependent variable, and job satisfaction and organizational commitment are moderators in this study. Accordingly, we are going to discuss the relationship between leadership style of line managers and salespersons¡¦ performance. Moreover, the mediating effect of job satisfaction and organizational commitment between leadership style of line managers and employees¡¦ performance will be analysed in this study. The result is stated as below: 1. The relationship between leadership style and salespersons¡¦ job performance: First, the result indicates that the transformational leadership of line managers is positively related to the salespersons¡¦ job performance, which implies the higher level of transformational leadership the line managers have, the higher level of job performance the salesperson can reach. Second, the result indicates that the contingent reward leadership of line managers is positively related to salespersons¡¦ job performance, which implies that the higher level of contingent reward leadership the line managers have, the higher level of job performance the salesperson can reach. 2. The mediating effect of salespersons¡¦ job satisfaction between the leadership style of line managers and salespersons¡¦ job performance. First, the salespersons¡¦ job satisfaction mediates the relationship between line managers¡¦ transformational leadership and salespersons¡¦ job performance. Second, the salespersons¡¦ job satisfaction mediates the relationship between line managers¡¦ contingent reward leadership and salespersons¡¦ job performance. 3. The mediating effect of organizational commitment between the leadership style of line managers and salespersons¡¦ job performance. First, the salespersons¡¦ organizational commitment mediates the relationship between line managers¡¦ transformational leadership and salespersons¡¦ job performance. Second, the salespersons¡¦ organizational commitment mediates the relationship between line managers¡¦ contingent reward leadership and salespersons¡¦ job performance.

A study of middle management strategic roles on organizational performance under business transformation ¡V Based on the examples of CHT southern branch Abstract Under the wave of globalization and liberalization, all enterprises face vigorous competition. The enterprises must adjust their resources and strategy to survive. By organization change or defining different kinds attractive target segment, changing the structure or creating another new operating models for the future. The middle manager works between top managers and line level. They are the first ones to grasp customer information and respond the environment demand for organization. It follows the up-level¡¦s demands to do the planned and creative activities. It leads, manages and nurtures the down level. Whether the middle manager engages in the role appropriately or not is the key factor to the organization success. The aim of this research has attempted to address the effect of the CHT¡¦s middle mangers under business transformation and how to play their different strategic role ¡V championing, facilitating, synthesizing and implementing. Therefore, this research bases on the survey of the CHT¡¦s southern branch. There are 400 questionnaires in total and response received 301 valid. By statistic analysis method get some findings as follows: 1.Personality trait, transformation leadership and transaction leadership are significant affect to the middle management strategic roles. 2.Personality trait and transformation leadership significantly affect to the organization performance. 3.The middle management strategic roles are significantly affecting the organizational performance. 4.The middle management facilitating role is the mediator between personality trait and customer satisfaction. 5.Different middle management strategic roles groups have significant difference. Those who belong to Positive-type middle managers were considered to contribute mostly to organizational performance.

This study aims at exploring the applicability of ¡¥Situational Leadership Theory¡¦ Hersey & Blanchard, 1993) for leadership of task force between chief purser leadership style and readiness of cabin crew. The survey method was used in the present study. Three questionnaires were used: ¡¥Leader Effectiveness and Adaptability Description¡¦ (LEAD), ¡¥Readiness Scale¡¦, and ¡¥Performance Effectiveness Scale¡¦. Subjects were from public Eva and Uni airline. Valid sample included 40 chief purser and 123 cabin crew. The conclusions are as the following: 1. The readiness of cabin crew was affected by their work experience and job level; work experience, and school region; it was not correlated with age, gender and educational background. 2. Leadership effectiveness of cabin crew was significantly correlated with work experience¡Beducational background and job level ; It was not correlated with age, and gender. 3. Leader¡¦s leadership style there was significantly correlated with age¡Bgender and educational background; It was not correlated with work experience. 4. It was no significant difference found between leadership styles and leadership effectiveness of chief purser. 5. There was significantly correlation between cabin crew¡¦s job performance and readiness. 6. The relationship between chief purser leadership style and readiness of cabin crew had no significant impact on leadership style effectiveness beside notification style. So the findings did partly support ¡¥Situational Leadership Theory¡¦.

An exploratory investigation using a survey study approach was undertaken in two organisations in retailing, to explore whether there is any connection between HOD leadership style and the effectiveness of marketing concept in the organisation. Findings emerged on several levels. Despite the agreement on the importance of leadership in IM, little integration of leadership and IM research is found in the literature. Traditionally, leadership studies relate to job satisfaction, motivation, performance, productivity and communication. The term leadership means different things to different people (De Jong 2006). Although no ultimate definition of leadership exists (Yukl 2002) the majority of definitions reflect some basic elements including influence, motivation, intention, and change. Despite the importance of acknowledging the concept of leadership and its implications on internal marketing, it emerges that empirical studies of the relationship between leadership and internal marketing are unduly under-represented. Looking at the results, the achievement oriented and participative styles are positively associated with internal marketing. The achievement oriented is somewhat a better predictor than participative style in predicting variability in internal marketing. Conversely, the directive style is negatively associated with the internal marketing variable. The only leadership style that has no significant effect on internal marketing is the supportive style. The results also show that staff job satisfaction levels are positively predicted by leadership style. Further analysis shows that only 2 out of 4 leadership styles have positive significant effects on internal marketing; these are: achievement oriented and participative styles. The other two are not significant in predicting the variability in job satisfaction. The regression results show that leadership style has a significant effect on the HOD performance variable. All leadership styles, except supportive style, have significant effects on HOD performance. The achievement oriented and participative styles have positive significant effects, but the directive style has a negative effect on HOD performance. The overall results show that achievement oriented and participative styles have positive significant effects directly and are mediated by internal marketing effects on job satisfaction and HOD performance. But the directive style of leadership has a significant direct negative effect and is mediated by internal marketing on HOD performance only and not on job satisfaction. Survey data at the individual level was aggregated across the two organisations and analysed. While these results cannot be statistically generalisable because of the small and unrepresentative sample used, the findings suggest that the link between individual organisation members’ perceptions of Internal Marketing and HOD leadership would be worthy of a larger study.

An exploratory investigation using a case study approach was undertaken in five organisations in different sectors, to explore whether there is any connection between CEO leadership style and adoption of the marketing concept by the organisation. Findings emerged on several levels. The market orientation and marketing concept, beyond the level of customer focus, is not well understood in organisations. The integration of market orientation and marketing effort across the organisation presents as the most problematic component of the marketing concept, as well as the one where CEO leadership style has the most potential to impact. The language of leadership theory is not actively assumed by people working in the case study organisations. The way people experience leadership style is ultimately personal, interpersonal and difficult to describe. Leadership attributes are valued differently in different organisations. Highly regarded leadership strengths result in perceived weaknesses being forgiven. In relation to the main research question, intuitively most people believed there is a connection between CEO leadership style and adoption of the marketing concept, but this was difficult to test at an organisational level due to small sample sizes and because each case study business presented with relatively high market orientations and CEOs with appropriate leadership styles. The CEO leadership themes commonly determined to be relevant were people focus (in terms of customers and staff), vision, change orientation, and passion/enthusiasm for the business. Survey data at the individual level was aggregated across the five organisations and analysed. Results showed the above attributes, and others associated with transformational leadership approaches, were related to perceptions of market orientation. While these results cannot be statistically generalisable because of the small and unrepresentative sample used, the findings suggest that the link between individual organisation members' perceptions of market orientation and CEO leadership would be worthy of a larger study.

Thesis (Ph.D. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2008.

Thesis (Ph.D. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2008.

The purpose of this study is to find out which leadership styles are effective during the COVID-19 pandemic in India. In this study, the term “effective leadership styles” is used for defining the efficiency level of a leadership style in COVID-19 pandemic. Efficiency level refers to the constructive results which companies could reach due to a specific leadership style. During the pandemic, the main constructive result is the surviving in the market. It has been heavy heartedly witnessed that how dreadful COVID-19 turned out to be. It has affected the whole world. After the great recession that occurred in COVID-19 turned out to be most fatal for whole world economy. It has been seen that difficult for all the businesses to survive. To do so the whole role was of leadership. It was on the leaders whether if they led their company and their followers in right directions or vice versa. It has been seen many well reputed companies have been shedding their costs by downsizing. The proposed study aims to see the role of leadership during this crucial time of COVID-19. Design/methodology/approach — 120 structured questionnaires consisting of 14 statements were distributed to Indian IT companies through online channels such as LinkedIn and WhatsApp. The analysis was performed on the data collected using SPSS. Theoretical Framework — From reviewing the literature about leadership styles, 7 leadership styles have been highlighted as the theoretical basis for our study. The questionnaire has been developed based on the 7 styles. Results – Our study found out that during the pandemic Instruct-style, Transformational, Autocratic, and Strategic leadership styles have high level of effectiveness, and such styles are helping companies to cope with the crisis created by Covid-19 pandemic. Meanwhile our analysis showed that the Transactional, Laissez-Faire, and Democratic styles are not very effective during the crisis. Thus, our study discovered that during the crisis leaders need to take more autocratic role and give very clear instructions to employees. Study provides useful insights for academicians and marketers to device strategies by understanding the factors that portray how leaders can lead their employees in crucial times like COVID-19.