Leadership Power in U. S. –Related Companies in Taiwan

在台美商公司中之領導權力

張光正(Samuel Kwang-Cheng Chang)

《管理科學學報》 2卷2期 (1985/11) Pp. 237-246

https://doi.org/10.6504/JOMS.1985.02.02.07

摘要

本研究針對美商投資事業或關係企業之191名高階層美和中國經理，以問卷調查他們（1）六個層次需求的工作滿足感（2）對公司照顧員工之期望（3）對「自我民族中心意識」的一些論點（4）主管領導權力的基礎。
就究結果顯示（1）由於文化背景的不同，中國經理對公司照顧員工有較深的期望（2）對於「自我民族中心意識」影響海外經理之效率，中國與美國經理有不同的態度。由於這些不同點，我們常預期它們會影響美國與中國主管之領導權力基礎。儘管如此，雖然不致上這些主管在五個領導權力的基礎上都表現良好，很令人驚訝地是，中國和美國的經理在他們中、美部屬的評估中，並沒有明顯的差異。
調查結果導致下列建議:大部分的多國籍企業已成功地建立了良好的管理制度，並在跨文化的環境中運作良好;高級主管在五種權力上建立有不同的基礎;因為美國和中國經理在領導行為上沒有明顯的不同，許多外商公司應多提升中國紃理擔任高階層的主管職位。

並列摘要

One hundred and ninety one top-level American and Chinese managers of U. S. –owned companies and joint ventures in Taiwan were surveyed on attitudes toward their jobs; on job satisfaction in six hierarchical need categories; on paternalistic orientation toward company behavior; on ethnocentric attitudes on certain issues; and on supervisor’s bases of leadership power.
Results showed that: (1) Chinese managers had a greater interest in company paternalism, probably attributable to cultural differences. (2) American and Chinese managers had different attitudes on certain ethnocentric factors affecting expatriates’ managerial effectiveness. These differences might well be expected to affect the bases of leadship power of American and Chinese supervisors. However while overall these executive supervisors received good marks in the five bases of leadership power, surprisingly they showed no significant differences between American and Chinese managers as perceived by their Chinese and American subordinates separately.
Implications include: most of the multinational corporations have been successful in creating a managerial system that works well in their special cross-national ontexts, the success of executives in these firms in establishing their special cross-national ontexts, the success of executives in these firms in establishing their bases of power has varied considerably in different area; because American and Chinese managers have not shown significant difference in leadership behavior, there is little justification for the reluctance of many MNC’s to promote Chinese managers to top executive positions.