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
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0815101-161754 |
| Date | 15 August 2001 |
| Creators | Sun, Jyh-Whei |
| Contributors | Gwo-Chyang Hu, Shyh-Jer Chen, Heh-Huang |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0815101-161754 |
| Rights | off_campus_withheld, Copyright information available at source archive |
Page generated in 0.0518 seconds