An Empirical Study of the Relationships Between Leader, Member, And Innovative Operation in the High Tech Industry (Report‪)‬

INTRODUCTION After entering the WTO, business competition with other countries became even more fierce in Taiwan. The literature has noted that a firm will lose its market share if it does not innovate (Daft, 2004; Krause, 2004). Additionally, the high tech industry in Taiwan is Taiwan's most profitable industry. Thus, for top managers and the Taiwanese government, it has become important to understand how to more efficiently promote innovation to gain substantial competitive advantage. Recent studies have indicated that both top managers and members can influence the success of an organization (Beng & Robert, 2004). However, studies have also revealed that many firms fail to operate well (Glower & Hagon, 1998; Cuban, 1999) due to low rates of member participation (McLaughlin, cited in Rudduck, 1991) and poor leadership by top managers (Shally, Zhou, & Oldman, 2004). In this regard, the aim of this study is to discuss how top managers and members, based on their personality traits and leadership styles, can successfully promote innovation.