謝明慧Hsieh, Ming Huei臺灣大學:國際企業學研究所林婉如Lim, Woan RuWoan RuLim2010-05-112018-06-292010-05-112018-06-292008U0001-1504200816055200http://ntur.lib.ntu.edu.tw//handle/246246/182581Abstracthallenged by the inadequacy of western leadership theories to explain leadership in a non western context, indigenous leadership theories have been much sought after to contribute to the overall leadership academia. In this thesis, a Taiwanese company “Franz” is used as the background of the research to discover what elements of indigenous leadership can be found through the workings of the company. Cultural values affect leadership style and behavior, and the success of this company lends credibility to the fact that indigenous leadership style is worth understanding. In particular, a grounded theory methodology is used to discover findings from the data collected.Table of Contentshapter 1 Introduction 1 hapter 2 Literature Review 3.1. Trends in Early Leadership theory 4.2. Charismatic and Transformational Leadership Theories 4.3. Bringing in Cultural Differences- western vs. non western 8.4. Asian Research 11.5. Call for Indigenous leadership research 16hapter 3 Research Methodology 19.1. What is Grounded Theory 19.2. Why Grounded Theory 20.3. How to conduct Grounded Theory 22.4. Potential weaknesses of grounded theory analysis in leadership 26.5. Interview Process 27.6. Limitations in the Interview Process 30hapter 4 Case Description 32.1 The Company 32.1.1. Time of Hai Ge (1975-1983) 32.1.2. Time of Hai Chang (1984-2000) 33.1.3. Time of FRANZ (2001 - present) 45.2. The Person 52.2.1. Personal Background 52.2.2. Personal Philosophy 53.2.3. Personal Characteristics 54.2.4. Management Style 61.2.5. Communication Style 70.2.6. Expectations of Employees 74hapter 5 Case Discussion 83.1. Soft Paternalism 84iagram of Soft Paternalism 89.2. Invisible Hierarchy 90iagram of Invisible Hierarchy 95.3. Harmonious Relations 96iagram of Harmonious Relations 101.4. Nostalgic Inclinations 102iagram of Nostalgic Inclinations 107.5. Interrelationship of 4 Characteristics 108iagram of Interrelationship of 4 Characteristics 111hapter 6 Conclusion 112.1. Theoretical Contributions 112.2. Managerial Contributions 113.3. Limitations and further research 114eferences 116ppendix A: Table of Interviews 131application/pdf523140 bytesapplication/pdfen-US本土性領導扎根理論台灣indigenous leadershipgrounded theorycultureTaiwanese casethesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/182581/1/ntu-97-R93724083-1.pdf