Dissertation
Dissertation > Economic > Economic planning and management > Enterprise economy > Enterprise planning and management decision - making > Corporate Administration > Personnel Management

The Impact of Transformational Leadership to Employee Performance

Author HeWei
Tutor ChenFuJun
School Dongbei University of Finance
Course Business management
Keywords Six Sigma Management Transformational Leadership Behavior Organizational Citizenship Behavior Employee Performance
CLC F272.92
Type Master's thesis
Year 2013
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In the mid1980s, the concept of six sigma originated from MOTOROLA inc. in the United States, then in the90s, the six sigma developed in general electric and other leading enterprises. In the past15years or so, the six sigma is increasingly well known in the manufacturing industry as an effective method to implement business process improvement. Because of the financial performance of six sigma is increasingly well known, some of the service enterprise also began to use six sigma management to improve internal processes of the enterprise including software companies.Six sigma management has steadily gained success, while cases of failure and expectation also happen from time to time. Among the study of key factors ensuring that enterprise implement the six sigma successfully, the leadership behavior in the process of implementation begins to draw wide attention of scholars. Six sigma need employees to actively participate in continuous improvement, leadership is indispensable to the successful application of widely promotion and support. Exploring the influence of transformational leadership behavior to employee performance in the six sigma management implementation process has an important guiding significance to the successful implementation of six sigma management and timely adjust their leadership style for leader.This article explores how the transformational leadership behavior affect employee performance in six sigma management, based on the single case study method to IBM Dalian branch as the research object.Case study has found that in the process of implementation of six sigma, transformational leadership behavior affects employee performance through organizational citizenship behavior. Through the case study of IBM Dalian branch, this paper proposes a reflect conduction model of transformational leadership behavior affect employee performance.This paper is divided into six parts to research how the transformational leadership behavior and organizational citizenship behavior impact on employee performance in the six sigma management:first, the article put forward the importance of transformational leadership behavior in six sigma implementation process from the theoretical level, and it clarifys the theoretical significance and practical value of this study. It describes research method and summarized this article’s innovative point and article structure arrangement at the same time. Secondly, in the literature review part, the article summarizs mainly of the concept, principle, technology of six sigma and the leadership behavior in the process of six sigma management research status. Morever, the article has a look at the definition and measurement dimension of employee performance, Transformational leadership behavior and organizational citizenship behavior. Finally through these related research of the three concepts raises the research question of this article. In the research design part of this case, it mainly expounds the IBM Dalian branch case background and the basis of case selection. It determines the data collection method and the implementation, and discusses the reliability and validity of research. Finally the article analyzes the collected data and code. Case analysis consists of two modules:one is to analyze the transformational leadership behavior, organizational citizenship behavior and the relationship between them in six sigma management of IBM Dalian branch, and induce these three scale. The other is to analyze the relationship between organizational citizenship behavior and performance of the employees, conclude a employee performance scale and a relationship scale between organizational citizenship behavior and employee performance. Finally, the paper expounds the research conclusions and deficiencies, and further research direction in the future.

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