Situational Leadership Theory In Taiwan: A Differe

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SITUATIONAL LEADERSHIP THEORY IN TAIWAN: A DIFFERENT CULTURE PERSPECTIVE 1. Referencing Silverthorne C, (1999), “Situational leadership theory in Taiwan: a different culture perspective”, Leadership & Organisation Development Journal, 21 (2), [Accessed 20 March 2011], pp. 68 – 74, Available from: http://www.emeraldinsight.com/journals.htm?articleid=1410562&show=abstract 2. List of points Situational leadership theory in Taiwan • The changing global economy means that companies must do everything possible to remain competitive. • Leader effectiveness is one area which needs to be addressed in order to understand how to motivate workers and achieve goals successfully. • Situational leadership theory (SLT) approach – leadership style and influence should only be initiated after a leader has successfully gauged the readiness of his/her employees to undertake a specific task. • It was questioned whether SLT is useful in different cultures – hence it was designed to be tested in Taiwan to see its applicability. • Hypothesis: managerial style of leadership can affect employee output. • The article highlights the fact that the identification of effective managers is a critical task facing all organisations so any tools/research to assist the process will be highly efficient. Method Samples • Two groups of employees and managers were selected from a cross section sample of a large construction company in Taiwan. • The author in the article explains that this certain company was chosen due to direct access to it and also since it had diverse areas to explore: architecture, engineering, administrative, financial and construction. • The managers and employees then had to be identified as either traditional or adaptive leaders.

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