伦理型领导对组织公民行为影响的实证研究

发布时间：2018-02-04 10:16

本文关键词： 伦理型领导组织认同权力距离组织公民行为　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：伴随着全球化进程的加快,企业所面临的市场竞争更是日益激烈。为了能够在动荡的环境中获得持续发展,企业需要不断壮大自身实力保证自己的竞争地位。但在提高自身竞争力的过程中,部分企业不可避免的存在着领导者非伦理行为:国内领导者涉案由2009年的95例增长至2016年的600多例,中石化原董事长陈同海受贿、三鹿集团原董事长田文华组织生产并销售伪劣产品、国美创始人黄光裕非法经营、内幕交易和单位行贿等领导者非伦理行为事件屡见不鲜,这一企业领导者非伦理行为日益增长的现象促使学术界和企业界开始审视领导者自身的伦理价值观及其对企业内部员工带来的影响。伦理型领导者在工作中会以组织伦理规范为准则,通过展示自身伦理行为影响着员工的态度和行为。员工的组织公民行为(OCB)有助于在企业内部形成融洽的组织氛围,提高企业的整体绩效,帮助企业获得持续竞争力。但在阅读梳理文献时,发现学者们对于伦理型领导这一领导方式的影响机制研究还只是处于刚刚起步的状态,对伦理型领导和员工组织公民行为之间影响机制研究更是不多。本文从企业领导者的伦理价值观着手,基于员工自身对领导方式的感知,试图探讨伦理型领导这一领导方式对员工组织公民行为的影响,并在研究中引入了组织认同为中介变量,权力距离为调节变量。基于社会交换理论、社会学习理论和社会认同理论,本文针对伦理型领导、组织认同、权力距离和组织公民行为这四个变量构建了相应的理论模型,并根据理论模型做出了研究假设,在调查过程中共回收有效问卷303份,采用了SPSS19.0对所回收的数据进行了实证分析。通过实证分析,本文的研究结果如下:(1)伦理型领导对员工的组织公民行为及其四个维度(个人层面、组织层面、群体层面和社会层面)有着显著的正向影响;(2)伦理型领导正向影响组织认同;(3)组织认同对员工的组织公民行为及其四个维度有着显著的正向影响;(4)组织认同在伦理型领导和组织公民行为及其四个维度之间有着部分中介作用;(5)权力距离在伦理型领导和组织认同之间有着显著的负向调节作用。本文所开展的研究丰富了现有的领导行为理论,验证了组织认同的中介效应、权力距离的调节效应,拓展了伦理型领导和组织公民行为的相关研究。最后,结合实证分析的结论,本研究为企业管理提出了一定的建议:企业可以考虑采用伦理型的领导方式或者通过提高员工对组织的认同感的方式来增加员工组织公民行为;为了提高员工组织认同感,促进员工做出更多组织公民行为,企业应尽量针对不同权力距离的员工采用差异性领导方式。
[Abstract]:With the acceleration of globalization, enterprises are facing increasingly fierce market competition, in order to be able to achieve sustainable development in the turbulent environment. Enterprises need to strengthen their own strength to ensure their competitive position. But in the process of improving their competitiveness. Some enterprises inevitably have leaders' non-ethical behavior: the number of cases involving domestic leaders increased from 95 cases in 2009 to more than 600 cases in 2016, and Chen Tonghai, the former chairman of Sinopec, took bribes. Tian Wenhua, former chairman of Sanlu Group, organizes the production and sale of fake and shoddy products, the founder of Gome, Huang Guangyu, operates illegally, insider trading and unit bribery and other non-ethical incidents are common. This increasing phenomenon of non-ethical behavior of enterprise leaders has prompted academia and business circles to begin to examine the ethical values of leaders themselves and their impact on employees within the enterprise. The standard of organizational ethics is the criterion. By showing that their own ethical behavior affects the attitude and behavior of employees, the organizational citizenship behavior of employees can help to form a harmonious organizational atmosphere and improve the overall performance of the enterprise. But after reading the literature, we find that the research on the influence mechanism of ethical leadership is just in its infancy. There is not much research on the influence mechanism between ethical leadership and employee organizational citizenship behavior. This paper starts with the ethical values of enterprise leaders, based on the employees' own perception of leadership style. This paper attempts to explore the influence of ethical leadership on employee organizational citizenship behavior, and introduces organizational identity as an intermediary variable and power distance as a regulating variable based on the theory of social exchange. Social learning theory and social identity theory, this paper constructs the corresponding theoretical model for the four variables of ethical leadership, organizational identity, power distance and organizational citizenship behavior. According to the theoretical model to make the research hypothesis, a total of 303 valid questionnaires were collected in the course of the survey, and SPSS19.0 was used to carry out empirical analysis of the recovered data. The results of this study are as follows: (1) Ethical leadership has a significant positive impact on employees' organizational citizenship behavior and its four dimensions (personal level, organizational level, group level and social level); 2) Ethical leadership positively affects organizational identity; 3) organizational identity has a significant positive impact on employees' organizational citizenship behavior and its four dimensions; (4) organizational identity plays an intermediary role between ethical leadership and organizational citizenship behavior and its four dimensions; 5) Power distance has a significant negative regulatory effect between ethical leadership and organizational identity. The research carried out in this paper enriches the existing theory of leadership behavior and verifies the intermediary effect of organizational identity. The regulatory effect of power distance expands the relevant research on ethical leadership and organizational citizenship behavior. Finally, combined with the conclusion of empirical analysis. This study provides some suggestions for enterprise management: enterprises may consider adopting ethical leadership or increasing employees' organizational citizenship behavior by enhancing their identity to the organization; In order to improve the organizational identity of employees and promote employees to make more organizational citizenship behavior, enterprises should try their best to adopt different leadership styles for employees with different power distances.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.91

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