Leadership Style, Organizational Culture and Performance: Evidence from China’s Manufacturing Industry

DOI

10.2991/assehr.k.211209.044How to use a DOI?

Keywords

Transformational leadership; Transactional leadership; multi-level analysis; manufacturing industry; China

Abstract

This proposed study aims to measure leadership style (transformational or transactional) on organizational culture and job satisfaction and how these eventually affect organizational effectiveness and performance. The multi-level analysis will be performed for the collecting and processing. This study will study the influence of leadership style on organizational culture and performance in China’s manufacturing industry. Our data are collected from 300 employees in 30 departments in the manufacturing industry. By using Multi-Factor Questionnaire (MLQ) and interview methods, the findings of this study can be concluded. The result aims to give more solid evidence to unveil how the different leadership styles affect organizational performance. As result, the transformational and transactional leadership styles will positively affect organizational culture, then organizational culture will positively affect the effectiveness and performance of the organization.

Copyright

© 2021 The Authors. Published by Atlantis Press International B.V.

Open Access

This is an open access article under the CC BY-NC license.

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TY  - CONF
AU  - Shiqi Li
PY  - 2021
DA  - 2021/12/15
TI  - Leadership Style, Organizational Culture and Performance: Evidence from China’s Manufacturing Industry
BT  - Proceedings of the 2021 3rd International Conference on Economic Management and Cultural Industry (ICEMCI 2021)
PB  - Atlantis Press
SP  - 263
EP  - 267
SN  - 2352-5428
UR  - https://doi.org/10.2991/assehr.k.211209.044
DO  - 10.2991/assehr.k.211209.044
ID  - Li2021
ER  -