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6 authors, including:
Shouhua Lin
Chaochang Chiu
Yuan Ze University
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Abstract: -The administration and management of a farmers associations are governed by Farmers
Association Act and Regulations of Credit Division of a Farmers Association to ensure a solid and
solvent management of a farmer-oriented financial institution, guarantee the benefits and privileges of
account holders, and promote the economic development and prosperity of the communities for
farmers and fishermen. This study intends to explore the correlation among personality traits, leadership
competence and organizational performance. The methods include data envelopment analysis and structural
equation modeling. The findings suggest that the leaders charisma demonstrated by the chief executive
director serve as an important intermediated variable for affecting the performance of the management of
Farmers Association and propose suggestions for the management. The indicators of personality traits of
chief executive directors in a farmers association should be taken into consideration in the election of
a chief executive director. As well, the indicators of leadership competence of chief executive
directors in a farmers association should be taken into consideration in the election of a chief
executive director.
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Key-Words: - Operational performance, Data envelopment analysis, Structural equation modeling, Personality
traits, Farmers organization, Leadership
1 Introduction
2 Literature Review
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3.1 DEA
DEA is an efficient frontier approach to production
function and uses mathematical programming
approach to evaluate the comparative efficiency
values of each unit to another. DEA can be divided
into CCR model and BCC model. The CCR model
is developed by Charnes, Cooper and Rhodes (CCR)
in 1978 based conceptually upon Farrells (1957)
efficiency evaluation to evaluate the relative
efficiency between multiple inputs and multiple
output decision making units (DMU). While BCC
model was proposed by Banker, Charnes and
Cooper (1984) introduced Shephards concept of
distance function and lifted the hypothesis on the
restriction of generating potential assembly for
evaluating sole technical efficiency value under the
return of variable rate scale (VRS).
3.2 SEM
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4. Research Findings
4.1 Characterization of Samples
Sample analysis is as follows: Of all returned
samples 107 are males and account for 85.6% of all
returned samples in contrast with 18 females, or
14.4% of all returned samples. Their age range is
between 51 and 60. With an average of 42 indicates
subjects are mainly in their middle ages. In terms of
education, 33.6% of samples are high school or
senior vocational school graduates, and 31.2%
college graduates. In terms of seniority, 64.8% are
in service at FUs for more than 16 years, followed
by 11.2% for between 4 and 8 years. In terms of the
CED position, 34.4% have been in charge of the
CED from 4 to 8 years, trailed by 31.2% for less
than 4 years.
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Leadership
competence
Dimension
Agreeableness
conscientiousness
extroversion
neuroticism
openness to exp.
Environmental consciousness competence
Strategic thinking competence
Application of professional knowledge competence
Interpersonal relationship management competence
Task and assignment management competence
Average
4.18
4.23
3.99
3.73
3.99
4.06
4.11
4.12
4.34
4.25
SD
0.61
0.64
0.68
0.63
0.65
0.91
0.89
0.85
0.77
0.82
n=125
Table 2 Descriptive Statistics of Operational Performance
Item
Max
Min
Average
SD
number of employees
223
8
51
35
Item
max
min
average
SD
687090
9368
104069
94129
Input Variables
total expenses
non-int. fees
410342
543481
2197
9410
413631
106332
57506
84101
Output variables
revenues from other sources than
A/R
loans
571643
62
3156
.12
69451
15
71940
13
Net
3611664
-61377
353094
477460
Personality
Traits
Leadership
Competence
Factor
Dimensions
F11
F12
F13
F14
F15
F21
Agreeableness
conscientiousness
extroversion
neuroticism
openness to experience
Environmental consciousness
competence
Strategic thinking competence
Application of professional knowledge
competence
Interpersonal relationship management
competence
Task and assignment management
competence
F22
F23
F24
F25
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Dimensional
Reliability
0.830
0.748
0.720
0.604
0.553
0.912
Overall
Reliability
0.869
0.976
0.924
0.908
0.934
0.925
F12
question Loading
F13
question Loading
F14
question Loading
F15
question Loading
Q12
0.568
Q5
0.569
Q6
0.557
Q4
0.575
Q15
0.673
Q14
0.660
Q8
0.631
Q19
0.530
Q31
0.543
Q23
0.518
Q16
0.670
Q21
0.583
Q24
0.683
Q18
0.568
Q30
0.666
Q27
0.527
Q28
0.622
Q32
0.746
F22
question Loading
F23
question Loading
F24
question Loading
question
F25
Loading
Q1
0.693
Q6
0.666
Q11
0.747
Q15
0.631
Q21
0.754
Q2
0.679
Q7
0.706
Q12
0.770
Q16
0.635
Q22
0.729
Q3
0.690
Q8
0.819
Q13
0.762
Q17
0.719
Q23
0.619
Q4
0.729
Q9
0.744
Q14
0.691
Q18
0.672
Q24
0.675
Q5
0.759
Q10
0.768
Q19
0.717
Q25
0.689
Q20
0.700
value
P-value< 0.05
0.000
CFI
> 0.90
0.96
GFI
> 0.90
0.87
IFI
> 0.90
0.97
AGFI
> 0.90
0.8
RFI
> 0.90
0.92
RMR
< 0.05
0.017
PGFI
> 0.50
0.57
RMSEA
< 0.08
0.094
2/df
< 3.00
2.05
NFI
NNFI
> 0.90
> 0.90
0.93
0.95
t-value
> 1.96
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SRMR
< 0.05
0.046
PNFI
> 0.50
0.8
17
9.91**
9.92**
8.36**
7.48**
8.50**
T value
14.72**
15.41**
13.22**
13.43**
T value
11.11**
Impact
Ranking
1
3
2
4
5
Impact
Ranking
3
1
2
5
4
Impact
Ranking
2
1
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T value
18
References:
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