魅力型领导对员工建言行为影响关系研究

发布时间：2018-04-04 22:42

本文选题：魅力型领导行为　切入点：领导-成员交换　出处：《石河子大学》2016年硕士论文

【摘要】：为了使企业获得持续的创造力、凝聚力以及竞争力,组织需要不断发展创新,与时俱进。仅靠管理者无法解决公司面临的所有的问题,还需要公司员工群策群力,提升主人翁意识,不仅需要完成职责范围内的工作,还应该积极主动进行建言行为,提高组织的综合能力。建言行为是企业员工为解决企业现在在管理上以及生产上所存在的问题、改善目前组织运作情况以及提高组织的运行效率,积极、自发、主动向上级领导或者相应领导部门提出的具有建设性意见或建议的行为,这种行为是员工工作职责范畴之外的角色外行为。而员工建言这种角色外行为深受员工所感知到的领导对建言行为的态度以及领导行为有效性的影响,一方面是因为领导作为员工的建言对象,若领导对员工的建言行为有选择性的采纳并鼓励,则会促进员工进行建言,反之若领导对员工建言行为采取打击压制的态度则会抑制员工建言行为;另一方面是因为领导是公司资源的分配者、权力的拥有者以及奖罚工作的决策者,员工只有确认自己的建言行为不会给自己带来风险,才会愿意发生建言行为。而魅力型领导强调通过魅力吸引引发员工的个人认同,员工对领导行为产生认同感,这有利于领导行为的有效性,进而有利于员工进行建言行为。中国受五千年传统文化的影响,形成了特有的“关系”型社会氛围,不仅领导风格和领导方式会影响建言行为建言行为,而且领导与员工之间的相互关系也会很大程度上影响员工的建言行为。社会交换理论认为领导与其部署之间不仅存在工作上的经济交换还存在凌驾于工作之上的社会交换,这种不同程度的交换关系以及交换关系的质量将会深深地影响员工的工作动机以及行为方式。因此本研究通过对国内外相关研究的梳理和总结,针对已有研究的空缺不足,尝试对魅力型领导、领导-成员交换以及员工建言行为之间的关系进行分析与整理,探讨领导-成员交换构念在魅力型领导行为和下属建言行为之间的中介作用。本研究在对相关文献的进行梳理基础上,将领导-成员交换作为中介变量,并通过发放问卷的方式对国内多家企业的200名员工进行调查,将得到的数据用描述性统计分析、相关分析、回归分析等统计方法对进行分析,得到以下研究结论:(1)魅力型领导对员工建言行为有显著的正向影响。(2)魅力型领导与领导-成员交换存在显著的正向影响。(3)领导-成员交换与员工建言行为存在显著的正向影响。(4)领导-成员交换在魅力型领导与员工建言行为中起中介作用。以本研究结论为理论指导,本文分别针对企业管理者提出了关于如何提高员工建言行为对策建议和提高管理者魅力的途径和渠道。最后,指出本研究在采集数据、处理数据以及进行实证分析中的不足,并提出关于未来的研究展望,以期能够得出更精确的结论,为实践提供更具体可行的指导借鉴意义。
[Abstract]:In order to make the enterprise obtain sustainable creativity, cohesion and competitiveness, the organization needs to continue to develop innovation, advance with the times. Only administrators can not solve all the problems faced by the company, the company still needs the staff work together, enhance the sense of ownership, not only need to complete the work within the scope of functions, should also actively carry out voice behavior, improve the comprehensive ability of organization. Employee voice behavior is to solve the enterprise now in the management of the existing problems in production, improve the operation efficiency of the organization organization and to improve the operation rate, positive, spontaneous, offered to their superiors or the corresponding departments of the constructive comments or suggestions of the behavior, this behavior is the role of behavior outside the staff duties and employee voice category. This role behavior was perceived by employees of leadership on voice behavior The attitude and influence the effectiveness of leadership behavior, partly because the leadership as the employees' voice, if the leadership on employees' voice behavior selectively adopted and encouraged, will promote the staff suggestions, if taken to suppress the attitude of the leadership and employee voice behavior will inhibit employee voice behavior; on the other hand because leadership is the allocation of corporate resources, the holders of power and decision reward work, employee voice behavior not only confirm their own risks, will occur and voice behavior. The charismatic leadership emphasizes the charm of lead to employee personal identity, employees have a sense of identity of leadership behavior, which is for effective leadership behavior, which is conducive to employee voice behavior. Chinese affected 5000 years of traditional culture, forming a unique "relationship" society. Not only will the atmosphere, leadership style and leadership style will influence the voice voice behavior, and the relationship between the leadership and staff will also affect employee voice behavior largely. The social exchange theory thinks that there are not only work on economic exchange are superior to work on social exchange between leader and the deployment of this exchange relationship different degree and quality of the exchange relationship will have a profound impact on staff motivation and behavior. So the research and summary of the related research at home and abroad combing, researches on existing vacancy insufficient, try to lead the charismatic, analyze and organize the relationship between LMX and employee voice behavior. To explore the construct of leader member exchange intermediary role between charismatic leadership and subordinates' voice behavior. The research on the related literature The review on the basis of the leader member exchange as a mediator, and through the questionnaire survey of 200 employees of domestic enterprises, the data will be used for descriptive statistical analysis, correlation analysis, regression analysis and other statistical methods of analysis, obtained the following conclusions: (1) the charismatic the leadership has a significant positive impact on employee voice behavior. (2) there are significant positive effects of charismatic leadership and leader member exchange. (3) has significant positive effect on the leader member exchange and employee voice behavior. (4) leader member exchange plays an intermediary role in the charismatic leadership and employee voice behavior at the conclusion of this study. As the theoretical guidance, this paper aims at the enterprise managers put forward on how to improve the employee voice behavior countermeasures and improve managers charm channels. Finally, points out this research in mining The shortcomings of data collection, data processing and empirical analysis are put forward, and future research prospects are put forward, in order to draw more accurate conclusions and provide more specific and feasible guidance and reference for practice.

【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

【参考文献】