包容型领导对新生代员工创造力作用机制研究

发布时间：2018-05-02 02:42

本文选题：包容型领导 + 心理授权　；参考：《石河子大学》2017年硕士论文

【摘要】：目前,新生代员工逐渐成为职场主力军,他们不仅在工作场所展现出充满活力的创造精神,更由于其“张扬”的个性与行为对现行规则和管理者提出挑战。“十三五”规划明确提出厚植发展优势并且兼顾包容型发展,它倡导把筑牢发展基础转换成生机勃勃的生长过程,阐发出了中国未来五年发展将富有生机和活力,包容型发展方式将会是使每位公民都能够受益并改变人生轨迹的政策导向。因此,当“包容性发展”的概念在博鳌亚洲论坛2011年会上被正式提出,理论界和实务界就敏锐的意识到“包容型领导”可能是“包容”冲突,激发新生代员工创造力的有效手段。由于员工创造力管理的复杂与微妙,有必要在中国文化情境下深入探究包容型领导对新生代员工创造力的内在作用机制。包容型领导风格能使员工感受到真实的工作意义,从而促进提升员工的自我效能感,当员工在工作中取得一定的工作成绩并且具有一定的工作影响力时,其工作自主性也就会显著提升。同时,包容型领导强调心理授权,本质是包容型领导中各维度与心理授权中的各维度成排列组合式的多元作用机制,当员工感受到领导的包容型风格时,其心理授权水平显著提升,从而激发出员工创造力。因此,本研究以新生代员工为研究对象,基于自我决定理论,将包容型领导风格、心理授权与员工创造力同时纳入模型中进行作用机制研究,在经过理论推演、实地调研的基础上,对376份有效问卷进行实证分析,最终验证了包容型领导风格对新生代员工创造力的作用机制,得出结论如下:第一,新生代员工中男性的创造力显著强于女性;第二,包容型领导风格能显著提升新生代员工创造力;第三,包容型领导风格能显著提升新生代员工心理授权水平;第四,心理授权及其各维度(工作意义、工作自主性、自我效能感以及工作影响力)能显著提升新生代员工创造力;第五,心理授权中的工作意义维度、工作自主性维度以及自我效能感维度在包容型领导与新生代员工创造力关系之间起部分中介作用。但工作影响力维度在上述二者之间不存在中介作用。最后,笔者基于研究结论,建议本土企业在今后的管理实践中,多采用包容型领导风格对待下属,当员工感知到领导者的包容性,其心理授权水平就会显著提升,从而激发员工创造潜能,为企业创造更多的利益。
[Abstract]:At present, the new generation of employees have gradually become the main force in the workplace. They not only display a dynamic creative spirit in the workplace, but also challenge the existing rules and managers because of their "publicity" personality and behavior. The 13th Five-Year Plan clearly proposed the advantages of thick planting development and balanced inclusive development. It advocated transforming the foundation of building solid development into a dynamic growth process, explaining that China's development in the next five years will be full of vitality and vitality. Inclusive development will be the policy direction that enables every citizen to benefit and change the course of life. Thus, when the concept of "inclusive development" was formally introduced at the Boao Forum for Asia annual meeting in 2011, the theoretical and practical communities were acutely aware that "inclusive leadership" could be a "inclusive" conflict, The effective means to stimulate the creativity of the new generation of employees. Due to the complexity and subtlety of employee creativity management, it is necessary to explore the internal mechanism of inclusive leadership on the creativity of the new generation of employees in the context of Chinese culture. The inclusive leadership style can make the employees feel the real work meaning, thus promote the self-efficacy of the employees, when the employees have a certain job achievement and have a certain work influence, Their job autonomy will also be significantly increased. At the same time, inclusive leadership emphasizes psychological empowerment, which is essentially a multi-functional mechanism in which all dimensions of inclusive leadership and each dimension of psychological empowerment are arranged and combined. When employees feel the inclusive style of leadership, The level of psychological empowerment is significantly improved, thus stimulating the creativity of employees. Therefore, this study takes the new generation of employees as the research object, based on the theory of self-determination, the inclusive leadership style, psychological empowerment and employee creativity are included in the model to study the mechanism of action. Based on the field research, 376 valid questionnaires are analyzed, and the mechanism of inclusive leadership style on the creativity of the new generation of employees is verified. The conclusions are as follows: first, In the new generation of employees, the creativity of the male is significantly stronger than that of the female; second, the inclusive leadership style can significantly enhance the creativity of the new generation of employees; third, the inclusive leadership style can significantly improve the level of psychological empowerment of the new generation of employees; fourth, Psychological empowerment and its dimensions (job meaning, job autonomy, self-efficacy and job influence) can significantly improve the creativity of the new generation of employees. The dimensions of job autonomy and self-efficacy play an intermediary role in the relationship between inclusive leadership and the creativity of the new generation of employees. However, there is no intermediary effect between the above two dimensions. Finally, based on the conclusions of the research, the author suggests that local enterprises should adopt inclusive leadership style to treat their subordinates in the future management practice. When the employees perceive the leader's inclusiveness, their psychological empowerment level will be improved significantly. In order to stimulate the creative potential of employees, for the enterprise to create more benefits.
【学位授予单位】：石河子大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92

【参考文献】