Title

Employees' Perception of Managers' Leadership Style, Employees' Motivation Levels, and Job Satisfaction in Mainland China and Taiwan

Date of Degree

12-2007

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Program

Education

Advisor

Nancy Robbins

Advisor

Absael Antelo

Advisor

Judith Beauford

Advisor

Nursen Zanca

Abstract

A quantitative approach using a cross-sectional survey design was used to determine and compare the relationship among managers’ leadership styles, employees’ motivation levels, and job satisfaction in electronic manufacturing companies in Mainland China and Taiwan. The Multifactor Leadership Questionnaire (MLQ), Motivation Questionnaire (MQ), Job Diagnostic Survey (JDS), abridged Job Descriptive Index (JDI), and a demographic instrument were used to measure the variables o f each research question at one point in time. Two hundred and fifty participants were randomly selected. This research found there was: (a) a significant difference between Mainland China and Taiwan in the perception of managers’ transformational leadership style and employees’ satisfaction of managers’ leadership style; (b) a statistically significant difference in perception o f intellectual stimulation and individual consideration for managers’ leadership behaviors between Mainland China and Taiwan; and (c) a statistically significant main effect between employees’ gender and managers’ transformational leadership style. There was (a) no significant difference of hygiene factors for employees’ motivation needs between Mainland China and Taiwan; (b) no significant difference among employees’ education levels on managers’ transformational leadership style; (c) no significant interaction effect between employees’ gender and job location; and (d) no significant main effect between employees’ job location and em ployees’ lower-order needs of motivation. Managers’ transformational leadership style was predictable of employees’ job location and job satisfaction o f JDI contributed significantly to predict the MLQ satisfaction (leadership style satisfaction). In addition, MLQ satisfaction had a significant positive correlation with job satisfaction of JDS and JDI and managers’ transformational leadership style had a significant positive correlation with hygiene factor and job satisfaction of JDI.

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