Relationship between Leadership Cultural Characteristics and Job Performance in Military Units
DOI:
https://doi.org/10.47747/fmiic.v1i1.2166Abstract
Leadership has always been a topic of discussion, and for the Volunteer Soldiers, the way of doing things vary from unit to unit due to the different styles of leadership. Scholars began to study leadership theories in the 1930s, starting with "trait theory", followed by "behavioral theory", "contingency theory", and more recently, a new type of leadership theory in the late 1970s (Bryman, 1993). The transformational leadership theory of the new leadership theory covers the characteristics, behaviors, and contexts of the previous theories, and provides leaders with concepts and measurement tools that they can follow. Domestic and international academic research has confirmed the strong correlation between transformational leadership and job satisfaction, motivation, and performance (Bass, 1985; Yukl, 1989). Therefore, the purpose of this study is to investigate what leadership styles volunteer noncommissioned officers use to lead their teams to achieve their performance goals and the correlation with job performance.
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