| dc.description.abstract | This study examined the effects in different organization life cycles of different leadership style and branch culture on branch performance, and then verified the moderating effects of organization life cycles between leadership style and branch performance, branch culture and branch performance.
This research takes the employee of the “Ａ” financial holding company as sample, the evidence of this research is based on the entity questionnaire as to investigate a method. In this research, take back it valid the sample count to 420, and occupied at that time the population of 21.7%. Furthermore, this study’s confirmation used factor analysis, reliability analysis, χ2, and Independent samples t-test , and the result are as followed:
1. There is significant difference of different general manager leadership style on branch culture.
When the general manager leadership style tends to transformation-transaction leadership, the rank of branch culture is (1)supportive culture (2)bureaucratic culture.
When the general manager leadership style tends to laissez-faire style leadership, the rank of branch culture is (1)bureaucratic culture (2)supportive culture.
2. There is significant difference of different general manager leadership style on branch performance.
The branch performance in growing organizations , transformation-transaction leadership is higher than laissez-faire style leadership .
The branch performance in mature organizations , transformation-transaction leadership is higher than laissez-faire style leadership .
3. There is significant difference of different branch culture on branch performance.
The branch performance in growing organizations , supportive branch culture is higher than bureaucratic branch culture .
The branch performance in mature organizations , supportive branch culture is higher than bureaucratic branch culture .
In an era of financial holding companies continue growing in size, in order to maintain a stable and sustainable growth, the company should use effective management tools to create an environment for the employees to identify with the organization value and execute action plans. These tools should also be implemented in accordance with company strategy, corporate culture and in line with leader’’s style.
Future research direction includes the observation of long-term operation, further understanding on the causation of changing trend and testing the real causal relationship , and expansion of the regional respondents and respondents, so that the study is holistic and representative.
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