The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan

The prosperity of the engineering industry is the main driving force of the country's economic development, and the smooth operation of engineering enterprises is the premise for ensuring the prosperity of the engineering industry. This study demonstrates the four dimensions of organization, leadership management, employee identification, and employee involvement, discusses the four components involved (Corporate Culture, Paternalistic Leadership, Organizational Commitment, Job Involvement) and studies their interrelationships and mutual influences. A comprehensive literature review not only makes the four components clearer but puts forward eight hypotheses. Prior to the comprehensive survey analysis, a pilot study was conducted for experienced practitioners in the industry and 311 valid questionnaires were collected. Using IBM SPSS and IBM SPSS AMOS software, the questionnaire data were analyzed by constructing a structure equation, and the results show that: (1) corporate culture is positively related to the paternalistic leadership style and organizational commitment; (2) The paternalistic leadership style is positively correlated with the organizational commitment; (3) The organizational commitment and job involvement are positively correlated; (4) Organizational commitment has an intermediary effect between corporate culture and job involvement; (5) There is no positive correlation between corporate culture and paternalistic leadership style, on the one hand, and job involvement, on the other; (6) The intermediary effect of paternalistic leadership is not significant between corporate culture and job involvement.

Automated summary

This study examines the dimensions of organization, leadership management, employee identification, and employee involvement in the engineering industry and investigates their interrelationships and influences. Results indicate that corporate culture, paternalistic leadership style, and organizational commitment have positive effects on job involvement, but corporate culture and paternalistic leadership style are not directly correlated with job involvement.