| Abstract: | This study is aimed at analyzing the cognition and the relationship between manager's leadership styles and cadre organizational commitment in the operation unit of international tourist hotels. In terms of the features of this industry, both theories,?situational leadership?by Hersey & Blanchard and ?organizational commitment? by Porter, Steers, Mowday & Boulian serve as the basis of this study. In the former theory, how the cadre prepare for the task becomes an situational factor.
?Task? and ?relationship? become both structural sides of situational leadership. In this way, manager?s leadership styles can be sorted into the following four types : persuasion, command, participation and authorization. In the latter theory,?value?, ?effort ?and?retention?make up the main parts to be studied.
The international tourist hotels involved includes fifty-eight state-qualified excellent ones evaluated and granted by the government in 2004, with 331 cadre filling out the questionaire. The three survey tools used are?leadership style measurement?,?organizational commitment measurement?and?personal background data?. By analyzing all the evidences collected, the following result is reached :
1. Authorization leadership has the highest frequency. Then come persuasive and participating ones. Command leadership has the lowest frequency.
2. The cadre of different ages, working years, graduating departments, leadership of the highest rank and the locations of the hotels will show remarkably different
3. The more persuasively, participatively and delegatingly managers behave, the more commitment the cadre have. All in all, the participative leadership brings the most cadre commitment while the command brings the least. |
