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General Information
    • ISSN: 2010-3689
    • Frequency: Bimonthly (2011-2014); Monthly (Since 2015)
    • DOI: 10.18178/IJIET
    • Editor-in-Chief: Prof. Dr. Steve Thatcher
    • Executive Editor: Ms. Nancy Y. Liu
    • Abstracting/ Indexing: EI (INSPEC, IET), Electronic Journals Library, Google Scholar, Crossref and ProQuest
    • E-mail: ijiet@ejournal.net
Editor-in-chief
Prof. Dr. Steve Thatcher
University of South Australia, Australia
It is my honor to be the editor-in-chief of IJIET. The journal publishes good papers which focous on the advanced researches in the field of information and education technology. Hopefully, IJIET will become a recognized journal among the scholars in the filed of information and education technology.
IJIET 2016 Vol.6(10): 787-790 ISSN: 2010-3689
DOI: 10.7763/IJIET.2016.V6.793

A Factorial Analysis on Organizational Power Construction — From the Perspectives of School Leaders in Taiwan

Mingchang Wu, Chenju Ko, Chihchieh Huang, and Wenlung Chang
Abstract—Organizational power exploitation and development has received broad attention from the fields of business world and educational settings in the last two decades. A series of previous studies individually revealed that organizational power was related to its members' intrapersonal factors and external ones, such as self concept, mental health, organizational trust, and manifest needs. However, these four factors concurrently rather than individually exist, in the realistic world, and make integrative instead of separate influences on organizational power. Therefore, curiosity occurs that how do these factors coexist and interact in the process of developing the sense of organizational power? A sample of 250 elementary school leaders were investigated employing five standard instruments with high reliabilities and validities. These data were analyzed, taking the path analysis and structural equation model analysis, to answer the research questions. Resultant imperative findings included: 1. These five factors were disclosed to be coexistent with and interdependent on one another; 2. Self-concept plays a fundamental factor to nurture their mental health, inspire their manifest needs, and facilitate their organizational trust in a spiral route; and 3. Individuals' organizational trust is the dominant factor manipulating the intensity of organizational power to school leaders while comprehensively considering all influential factors. These crucial findings conclusively instigated some suggestions to further enhance organizational power. Some ones also addressed research methods and rationales in future studies to build profound understanding on the development and improvement of organizational power in terms of theories and practices.

Index Terms—Organizational power, school leaders, intrapersonal factor structure.

The authors are with the National Yunlin University of Science and Technology and Tzu Chi College of Technology, Taiwan (e-mail: wumc@yuntech.edu.tw, chenjuko@tccn.edu.tw, g9245703@gmail.com, uenlung@chsc.tw).

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Cite: Mingchang Wu, Chenju Ko, Chihchieh Huang, and Wenlung Chang, "A Factorial Analysis on Organizational Power Construction — From the Perspectives of School Leaders in Taiwan," International Journal of Information and Education Technology vol. 6, no. 10, pp. 787-790, 2016.

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