共享领导对员工创新绩效作用机制研究

发布时间：2018-09-08 18:31

【摘要】：创新对于组织保持持久竞争优势的作用已被广泛接受,在企业运作过程中,组织创新往往依赖于个体创新,组织唯有提高个体员工的创新能力,才能源源不断地开发出新产品、新服务或新流程。因而,学术理论界和企业实践都开始着重思考如何进一步提高团队成员的创新绩效问题。共享领导注重权责共享,通过充分授权使领导权在员工中动态转移并鼓励员工主动承担职责,充分调动员工的工作热情,激发起高层次需求,为实现集体利益而放弃自我利益,因此赋予员工足够的领导权和工作意义,使其敢于探究新的想法并进行创造性实践,从而达到超过预期的结果。共享领导实质上是一个动态的、群体相互影响的过程,表现为在团队任务的不同阶段由具有相应专长的团队成员来承担领导职能,并根据团队外部情境变化更替领导角色,实现团队成员共同管理团队以更好地达到团队任务目标。此外,共享领导在一定程度上可以弱化上下级关系,使组织结构趋于扁平化,方便员工信息交流,有利于发挥员工的创造力,创造新知识,同时也会较少短知识传递的时间,降低信息失真率,从而促进知识共享,有利于提升员工创新绩效。因此,研究结合共享领导、知识共享与员工创新绩效的理论研究,在假设演绎、逻辑推演的基础上,采用定量分析与定性分析相结合的方法,通过对355份有效样本的实证分析,深入研究了共享领导行为对员工创新绩效的作用机理。具体研究结果:第一,共享领导的实施能显著提升员工创新绩效,但并不是所有维度的共享领导都与员工创新绩效显著正相关,其中团队进取、权责共享、团队合作与员工创新绩效显著正相关,而团队期望与员工创新绩效的正向关系不显著;第二,共享领导对知识共享有积极作用。也就是说,共享领导程度越高,知识共享程度越高。通过对共享领导各维度进行实证分析发现,团队进取、团队期望和团队合作对员工创新绩效均具有显著正向影响作用;第三,知识共享对员工创新绩效有积极作用。意思就是,团队中的员工知识共享程度越高,员工创新绩效越高;第四,知识共享在共享领导与员工创新绩效之间起部分中介作用。也就是说,共享领导不仅直接的正向影响员工创新绩效,还通过知识共享间接对员工创新绩效产生正向影响。通过对共享领导各维度进行实证分析发现,在团队进取、团队合作对员工创新绩效的正向影响作用中,知识共享起着部分中介作用。基于以上研究结果,研究进一步得出在组织中实施共享领导有助于提高员工间的知识共享程度,进而提升员工创新绩效。在管理实践中,为了提升员工创新绩效。首先,领导者应当改变团队传统领导行为,实施共享领导。其次,鼓励团队内部知识共享,搭建提升团队创新绩效的桥梁。
[Abstract]:The role of innovation in maintaining lasting competitive advantage has been widely accepted. In the process of enterprise operation, organizational innovation often depends on individual innovation. Only by improving the innovation ability of individual employees can organizations continuously develop new products. New service or process. Therefore, both academic theory and enterprise practice begin to focus on how to further improve the innovative performance of team members. The shared leaders pay attention to the sharing of power and responsibility, through the full delegation of authority to dynamic transfer of leadership among employees and encourage employees to take the initiative to assume responsibility, fully mobilize the enthusiasm of employees, stimulate high-level needs, and give up their own interests for the realization of collective interests. So give the staff enough leadership and work meaning, so that they dare to explore new ideas and creative practice, so as to achieve more than expected results. Sharing leadership is essentially a dynamic, group interaction process, which is represented by the team members with the corresponding expertise to assume leadership functions at different stages of the team task, and to change the leadership role according to the change of the team external situation. Achieve team members to manage the team to better achieve team task goals. In addition, to a certain extent, shared leadership can weaken the relationship between the upper and lower levels, make the organizational structure flat, facilitate the exchange of information among employees, help to bring into full play the creativity of employees, create new knowledge, and at the same time, reduce the time of knowledge transfer. Reducing the rate of information distortion, thus promoting knowledge sharing, is conducive to improve employee innovation performance. Therefore, the research combines the theoretical research of shared leadership, knowledge sharing and employee innovation performance, on the basis of hypothetical deduction and logical deduction, adopts the method of combining quantitative analysis and qualitative analysis, through the empirical analysis of 355 effective samples. The effect mechanism of shared leadership behavior on employee innovation performance is studied in depth. The specific results are as follows: first, the implementation of shared leadership can significantly improve employee innovation performance, but not all dimensions of shared leadership and employee innovation performance significantly positive correlation, among which team enterprising, shared responsibilities, The positive relationship between team cooperation and employee innovation performance is significant, but the positive relationship between team expectation and employee innovation performance is not significant. Second, shared leadership plays a positive role in knowledge sharing. In other words, the higher the level of shared leadership, the higher the degree of knowledge sharing. Through the empirical analysis of each dimension of shared leadership, it is found that team enterprising, team expectation and team cooperation have significant positive effects on employees' innovation performance. Thirdly, knowledge sharing has a positive effect on employees' innovation performance. It means that the higher the level of knowledge sharing in the team, the higher the employee innovation performance; fourth, knowledge sharing plays a part of intermediary role between shared leadership and employee innovation performance. In other words, shared leadership not only directly positively affects employee innovation performance, but also indirectly affects employee innovation performance through knowledge sharing. Through the empirical analysis of each dimension of shared leadership, it is found that knowledge sharing plays a part of intermediary role in the positive impact of team enterprising and team cooperation on employee innovation performance. Based on the above results, the study further concludes that the implementation of shared leadership in the organization will help to improve the degree of knowledge sharing among employees, and then improve employee innovation performance. In management practice, in order to improve employee innovation performance. First, the leader should change the team's traditional leadership behavior and implement shared leadership. Secondly, encourage the sharing of knowledge within the team to build a bridge to improve team innovation performance.
【学位授予单位】：石河子大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92

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