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Analysis of women’s career leadership in Taiwan: Exploring transformational leadership behavior

Weng Shih-Kun Liu(1),


(1) Department of International Business, Feng Chia University, Taichung, Taiwan
Corresponding Author

Abstract


Traditional concepts and culture usually lead to doubts about women's leadership in the workplace. Women are often criticized for their inability to execute, lead, and perform as well as men in leadership and management. Therefore, this study aims to explore the effects of transformational leadership on leadership self-efficacy and organizational performance for women’s career leadership in Taiwan. This study employed the Multifactor Leadership Questionnaire (MLQ) and the General Self-Efficacy Scale (GSES) to measure transformational leadership behaviors. The results of this study show that idealized influence directly affects leadership self-efficacy. Inspirational motivation and intellectual stimulation directly affect both self-efficacy and organizational performance. Furthermore, individual consideration has a direct impact on organizational performance, while leadership self-efficacy also exerts a direct influence on organizational performance. The findings reveal that career women who employ high levels of transformational variables are more likely to be more potent than those who use lower levels.

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