A Study Of Relationships Between The Transformational Leadership And Leadership Performance: Perspectives Of Business Leaders From Mainland China And Taiwan

In recent years, 'Transformational Leadership' has been widely discussed. Bass & Avolio (1994) used four "I"s as its definition, which are Idealized Influence, Inspirational Motivation, Intellectual Stimulation and Individualized Consideration. In their study, Howell & Avolio (1993) found that transformational leadership was associated with organizational performance. In addition to leadership effectiveness and job satisfaction, transformational leadership also has positive influence on employees' performances.Pillai & William (1999) found that transformational leadership significantly affected job satisfaction. Walumbwa (2004) supported the finding and indicated that transformational leadership has positive relationships with organizational commitment and job satisfaction. Similarly, Koh & Terborg (1995) found that the transformational leadership of school principals was correlated with teachers' organizational commitment and organizational citizenship behavior as well as leader's satisfaction and students' academic performances. In their study, Organ & Ryan (1995) proved that job satisfaction and organizational commitment were strongly correlated with organizational citizenship behavior.This quantitative study was aimed to explore the correlations among transformational leadership, job satisfaction, organizational commitment and organizational citizenship behavior of business leaders across Taiwan Strait. Also, the influence of employee's personal characters was examined. In addition, it assessed the correlation between transformational leadership and leadership effectiveness which uses job satisfaction, organizational commitment and organizational citizenship behavior as three indexes.The participants were recruited from employees working in major business companies in some cities across Taiwan Strait. A total of 1740 questionnaires were completed and returned from both Mainland China and Taiwan. This study was to understand the differences of leadership effectiveness across Taiwan Strait and its main results were:1. There was no difference on transformational leadership by employee's personal characters across Taiwan Strait.2. There were no differences on job satisfaction, organizational commitment and organizational citizenship behavior by employee's personal characters across Taiwan Strait.3. Positive relationships were found among transformational leadership, job satisfaction, organizational commitment and organizational citizenship behavior between Mainland China and Taiwan. 4. The research model which hypothesizes the relationship between transformational leadership and leadership performance using job satisfaction, organizational commitment and organizational citizenship behavior as indexes was evidently supported.