東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back to Search results for [ null ]

Switch To: Labeled | MARC Mode | ISBD

Androgyny and transformational leade...

Chen, Chun-Hsi Vivian.

Linked to FindBook

Google Book

Amazon

博客來

Androgyny and transformational leadership: Effects of gender and sex-role identity in the collectivistic context of Taiwan, R.O.C (China).

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Androgyny and transformational leadership: Effects of gender and sex-role identity in the collectivistic context of Taiwan, R.O.C (China)./
Author:	Chen, Chun-Hsi Vivian.
Description:	171 p.
Notes:	Source: Dissertation Abstracts International, Volume: 63-09, Section: A, page: 3349.
Contained By:	Dissertation Abstracts International63-09A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3065769
ISBN:	0493852336

Androgyny and transformational leadership: Effects of gender and sex-role identity in the collectivistic context of Taiwan, R.O.C (China).
Chen, Chun-Hsi Vivian.

Androgyny and transformational leadership: Effects of gender and sex-role identity in the collectivistic context of Taiwan, R.O.C (China). - 171 p.

Source: Dissertation Abstracts International, Volume: 63-09, Section: A, page: 3349.

Thesis (Ph.D.)--University of Southern California, 2001.

It is also found that the congruence between one's sex-role identity and organizational orientation does not have any impact on individuals' level of transformational leadership.

ISBN: 0493852336Subjects--Topical Terms:

626628
Business Administration, Management.

Androgyny and transformational leadership: Effects of gender and sex-role identity in the collectivistic context of Taiwan, R.O.C (China).
LDR:03056nam 2200301 a 45 001 935545
005 20110510
008 110510s2001 eng d
020 $a 0493852336
035 $a (UnM)AAI3065769
035 $a AAI3065769
040 $a UnM $c UnM
100 1 $a Chen, Chun-Hsi Vivian. $3 1259258
245 1 0 $a Androgyny and transformational leadership: Effects of gender and sex-role identity in the collectivistic context of Taiwan, R.O.C (China).
300 $a 171 p.
500 $a Source: Dissertation Abstracts International, Volume: 63-09, Section: A, page: 3349.
502 $a Thesis (Ph.D.)--University of Southern California, 2001.
520 $a It is also found that the congruence between one's sex-role identity and organizational orientation does not have any impact on individuals' level of transformational leadership.
520 $a Prior research on transformational leadership is mostly done in the individualistic context and suggests a gender effect on transformational leadership. It is found that women leaders possess qualities more in line with transformational leadership and are thus more transformational than their male counterparts. Drawing on prior research, this study goes one step further to investigate the relationship between transformational leadership and gender as well as sex-role identity among leaders in the collectivistic context of Taiwan, ROC. The effect of congruency between one's sex-role identity and organizational orientation on one's level of transformational leadership is also tested in this study.
520 $a Questionnaires of Bem's Sex-Role Identity (BSRI) and Multifactor Leadership Questionnaire (MLQ) are used to evaluate participants' sex-role identity and transformational leadership behavior. Government employees who are at GS level 9 and above are selected as samples from the Department of Health and the Ministry of Finance in Taiwan.
520 $a The findings suggest that sex-role identity has more explanatory power than does gender in Taiwan. Gender accounts for a significant portion of the variance for only two subscales of transformational leadership, i.e., idealized influence (attributed) and idealized influence (behavior). Contrary to the prior research done in the individualistic context, men in Taiwan are found to see themselves as inducing more idealized influence on followers than do women.
520 $a Sex-role identity accounts for a significant portion of the variance for all five subscales of transformational leadership, i.e., idealized influence (attributed), idealized influence (behavior), inspirational motivation, intellectual stimulation, and individualized consideration. Androgynous individuals are found to demonstrate more transformational leadership behavior than individuals evaluated as masculine, feminine, or undifferentiated.
590 $a School code: 0208.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Political Science, Public Administration. $3 1017438
690 $a 0454
690 $a 0617
710 2 0 $a University of Southern California. $3 700129
773 0 $t Dissertation Abstracts International $g 63-09A.
790 $a 0208
791 $a Ph.D.
792 $a 2001
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3065769