[Is Transformational Leadership Always the Best Practice? In the Case of Taiwanese Organisations with several exception factors]

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ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University (Anderson, 2007, 446).

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Table of Contents

ACKNOWLEDGEMENTii

DECLARATIONiii

LITERATURE REVIEW1

Introduction1

Background1

Concept Development2

1. TRANSFORMATIONAL LEADERSHIP3

Popularity of Transformational Leadership4

Idealised Influence7

Inspirational Motivation7

2. CULTURAL ASPECT OF TAIWAN8

Cultural Aspects of Taiwan (e.g. Collectivism and Guang Xi and Power Distance)9

Organisational Culture of Taiwanese Companies (Highly Hierarchical, Performance Orientation, Authoritative)12

The Relationship Between Transformational Leadership And Cultural Aspects Of Taiwan15

3. SITUATIONS WHEN TRANSFORMATIONAL LEADERSHIP DOES NOT WORK IN TAIWAN18

Electoral Democracy in Taiwan20

3.1 FINANCIAL CRISIS IN TAIWAN IN 2008-200928

3.2 PERFORMANCE ORIENTATION ORGANISATION32

3.3 SUBORDINATE PERSONALITIES34

3.4 A FAILING COMPANY (NEEDS QUICK CHANGE)36

4. FINANCIAL CRISIS IN TAIWAN IN 2008-200939

Sharp Rise in Unemployment, Deflation Significantly40

Duiwaimaoyi, Foreign Investment and Attract Foreign Investment Are Declining Significantly41

Overall Decline in Industrial Produce43

REFERENCES46

LITERATURE REVIEW

Introduction

With the maturity of democratic governance, transformational leadership (charismatic leadership) will help the positive effect of governance the traditional knowledge possessed by the challenge, its influence has gradually weakened (Miller 2002, p. 237). Faced with the reality or whether it is a trend to the late twentieth century theories of leadership and governance concerns of the concepts and models have begun to shake off the shackles of transformational leadership, and toward exploration, collaborative leadership (collaborative leadership) of the initiative development. Although, a lot of literature, research has focus on highlighting the transformational leadership can enhance the efficiency of governance-oriented, but after few years of governance in Taiwan during the strong transformational leadership behaviour patterns and, in fact, has led to the Government serious governance disorder (governance malpractices), more subversive of the traditional transformational leadership positive effect of the theoretical form (Anderson, 2008, 690).

Background

The main concept of transformational leadership was first introduced by James MacGregor Burns; initially this concept was discussed in the descriptive statistical analysis of political leaders but afterwards this term also used in the concept of organisational psychology. According to him, in transformational leadership both leaders and their followers work together to enhance the motivation and morale (Mirvis 2007, p. 193). Burn relates difficulties and change in behaviour as the main reason of the difference between the management and leadership. He discussed to main concepts of leadership styles that are transactional and transformational leadership. According to him, transformational leadership style mainly influence positively on the live of people as well as on the redesigning of the organisations.

Concept Development

Bernard M. Bass projected in the basic concept of Burns theory of transformational leadership and made some major changes in his theory. The special feature of Bernard is the key influence of the leadership style of the leader that is the influence on the ...