教练型领导行为、员工自我效能感与工作绩效关系研究

发布时间：2018-06-03 11:19

本文选题：教练型领导行为 + 工作绩效　；参考：《吉林大学》2017年硕士论文

【摘要】：教练型领导行为是提高员工绩效的一种重要的管理技术,但是两者之间的作用机制还是一个“黑箱”,需要学者进一步研究。国内学者对教练型领导行为进行理论研究的时间还很短,相关研究还很不足。本研究把教练型领导行为作为研究对象,对教练型领导行为与员工工作绩效之间的关系进行实证研究。根据互惠理论,员工会把领导的教练型行为视为一种帮助,并会对这种帮助做出反应,即提高员工工作绩效;教练型领导与员工互动的过程就是提高员工自我效能感的过程,根据自我效能感——绩效关系模型,我们提出员工自我效能感在教练型领导行为与员工工作绩效关系中起中介作用。在理论分析的基础上,提出了本研究的相关假设并构建了理论研究模型。通过调查问卷对吉林大学MBA学员及其同事进行样本数据收集,共收集有效样本219份,利用SPSS 22.0和AMOS 21统计学软件对样本数据进行信效度分析和相关性分析,使用结构方程模型对研究假设进行检验。实证研究结果显示:(1)国外学者开发的教练型领导行为量表在国内环境中同样适用,样本数据分析结果显示教练型领导行为得分高于均值水平,说明在中国组织环境中,同样存在教练型领导行为。(2)教练型领导行为对员工任务绩效和员工周边绩效具有显著正向影响,说明教练型领导行为有助于提高员工的工作绩效;教练型领导行为对员工自我效能感具有显著地正向影响,说明工作环境中的教练型领导行为确实可以提升员工自我效能感;员工自我效能感对员工任务绩效和周边绩效有显著正向影响。(3)教练型领导不仅可以直接作用于员工工作绩效,还可用通过员工自我效能感的中介作用间接影响员工绩效。员工自我效能感在教练型领导行为和员工工作绩效关系中起中介作用,但是自我效能感并不是唯一中介,两者之间的其他中介因素还需要进一步研究。最后,指出本研究结论的理论意义以及对管理实践的启示。
[Abstract]:Coaching leadership is an important management technique to improve employee performance, but the mechanism between them is still a "black box", which needs further study by scholars. The time for domestic scholars to conduct theoretical research on coaching leadership behavior is very short, and the related research is still very insufficient. In this study, the relationship between coaching leadership behavior and employee work performance was studied. According to the theory of reciprocity, employees will regard the coaching behavior of leadership as a kind of help and react to the help, that is, to improve the employee's work performance, and the process of interaction between the coach leader and the employee is the process of improving the employee's sense of self-efficacy. Based on the self-efficacy-performance relationship model, we propose that employee self-efficacy plays an intermediary role in the relationship between coaching leadership behavior and employee job performance. On the basis of theoretical analysis, the hypothesis of this study is put forward and the theoretical research model is constructed. A total of 219 valid samples were collected from Jilin University MBA students and their colleagues by questionnaires. The reliability and validity of the sample data were analyzed by using SPSS 22.0 and AMOS 21 statistical software. The structural equation model is used to test the research hypothesis. The empirical results show that the coaching leadership behavior scale developed by foreign scholars is also applicable in the domestic environment. The results of sample data analysis show that the score of coaching leadership behavior is higher than the average level, indicating that in the organizational environment in China, There is also a significant positive impact of coaching leadership behavior on staff task performance and employee peripheral performance, indicating that coaching leadership behavior helps to improve staff performance. Coaching leadership behavior has a significant positive impact on staff self-efficacy, which shows that coaching leadership behavior in the work environment can really enhance employee self-efficacy; Self-efficacy has a significant positive impact on task performance and peripheral performance.) coaching leadership can not only directly affect employee performance, but also indirectly affect employee performance through the intermediary role of employee self-efficacy. Employee self-efficacy plays an intermediary role in the relationship between coaching leadership behavior and employee work performance, but self-efficacy is not the only intermediary, and other intermediary factors between them need to be further studied. Finally, the paper points out the theoretical significance of this study and its implications for management practice.
【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】：F272.92

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