An in-depth assessment was conducted on the functioning of a Taiwanese Sakuraebi (Sergia lucens) fishery management institution to understand the role of leadership in the context of long-term incentive creation. Interviews with relevant stakeholders and statistical analysis of fisheries data indicated that the daily vessel quota system and fishers' collective efforts to influence the market resulted in increased sales value, while simultaneously allowing for the equitable distribution of benefits from the Sakuraebi fishery in Donggang, Taiwan. Local fishers expressed a high level of satisfaction with the corresponding activities initiated by the fisher's organization. Interview respondents felt that promotional marketing activities led by the organization to enhance domestic consumption were particularly effective, and statistical analysis suggests that these activities helped to reduce the dependency of Taiwanese Sakuraebi fishers on export markets. A notable characteristic of this fishery is that it combines a large-scale sales organization, which enables the exertion of market influence, with a small-sized subsidiary organization for fisheries management. An annually rotating leadership system for managing fishery operations also provides members with the opportunity to share a sense of participation and responsibility, while keeping long-term policy goals. This study reinforces previous findings that leadership, social cohesion, and the nature of the resource are key factors determining the effectiveness and success of fisheries management.