共享型领导对团队和个体产出的影响与作用机制研究

发布时间：2018-01-25 18:36

  本文关键词： 共享型领导 团队创造力 个体创造力 团队绩效　出处：《华中科技大学》2016年博士论文　论文类型：学位论文

【摘要】：知识经济时代,组织所处环境的复杂性和多变性日益增强。一方面,组织管理结构的扁平化,使得以团队为基础的管理模式成为组织发展的核心。另一方面,劳动力本质和欲望的变化,也使得员工对自身工作角色的期望越来越多元化,他们希望可以体验到更多样化的工作角色。面对这些压力,传统自上而下的、单一的正式领导模式已经无法很好地应对组织内部产生的大量信息,并对其进行及时地处理、加工与传递,更无法对组织中的各类议题做出迅速而准确的决策。在这种情况下,共享型领导这一由员工主动参与、自主管理并相互领导的自下而上的非正式集体领导模式对提升团队产出和个体员工产出起着至关重要的作用。本论文以中国企业员工为样本,采用实证研究方法探讨了共享型领导这一非正式集体领导力对团队产出和个体产出的影响及其作用机制,不仅拓展与丰富了现有共享型领导的理论研究,弥补了以往研究的缺陷与不足,还为组织进行团队管理与提升团队和个体效率提供了有价值的管理启示。本论文首先对以往共享型领导的研究文献进行了回顾与总结,共包括四个部分。第一部分梳理了共享型领导的概念内涵、测量方法及其形成的理论基础；第二部分总结了共享型领导的前因变量；第三部分对共享型领导的作用效果进行了归纳：第四部分对共享型领导的中介机制和调节机制进行了整理。此外,在对已有共享型领导文献总结与归纳的基础上,指出了以往研究存在的不足及局限性,提炼出了本论文的主要研究内容。以往大部分研究只探讨了共享型领导对团队绩效这一远端产出的影响,而缺乏对团队近端行为变量的影响研究。这不仅阻碍了对共享型领导为什么会提高团队产出的认知,更限制了对共享型领导在团队内部所激发的一系列积极团队产出的全面认识。研究一考察了共享型领导对团队创造力这一近端团队行为的影响,以及团队信息交换和团队激情氛围的中介作用,与环境不确定性的调节作用。通过对79个工作团队286名团队成员配对数据的实证分析,研究结果表明：共享型领导通过团队信息交换这一认知性的中介机制对团队创造力的影响不显著；共享型领导通过团队激情氛围这一情感性的中介机制对团队创造力的影响显著；环境不确定性会显著地调节共享型领导与团队激情氛围之间的关系,环境不确定性越高,共享型领导对团队激情氛围的积极作用越显著；环境不确定性会显著地调节共享型领导通过团队激情氛围对团队创造力的间接作用,环境不确定性越高,这一间接作用越显著。由于共享型领导源于个体团队成员之间的社会交互,故而其在对团队创造力这一团队产出产生影响的同时,也会影响个体成员自身的创造力水平。遗憾的是,鲜有研究同时探讨共享型领导与个体产出和团队产出之问的关系。在此基础上,研究二考察了共享型领导对个体创造力的跨层次影响与作用机制,以及个体创造力与团队创造力之间的关系和如何将个体创造力有效地转换为团队创造力。通过对64个工作团队和251名团队成员配对数据的实证分析,研究结果表明：个体角色宽度自我效能会中介共享型领导与个体创造力之间的关系；个体创造力均值会中介共享型领导与团队创造力之间的关系；个体导向的变革型领导会显著调节共享型领导与个体角色宽度自我效能之间的积极关系；个体导向的变革型领导水平越高,共享型领导对个体角色宽度自我效能的积极作用越强；个体导向的变革型领导会显著调节共享型领导与个体创造力均值之间的关系,个体导向的变革型领导水平越高,共享型领导对个体创造力均值的积极作用越强；团队导向的变革型领导会显著调节个体创造力均值与团队创造力之间的关系,团队导向的变革型领导水平越高,个体创造力越容易被转化为团队创造力。尽管现有大部分研究都探讨了共享型领导与团队绩效之间的关系,但并没有一致的研究结论。研究发现共享型领导既可以促进团队绩效,也可以抑制团队绩效,那么究竟在什么条件下共享型领导会对团队绩效产生这样的“双刃剑”效应却鲜有研究涉及。研究三考察了共享型领导对团队绩效产生差异化影响的作用机制。通过对64个工作团队和252名团队成员配对数据的实证分析,研究结果表明：领导角色配置、团队监控和团队成员合作导向会分别显著地调节共享型领导与团队绩效之间的关系,即当领导力在团队成员之间分布地比较均等时,团队监控水平和团队成员合作导向水平越高,共享型领导对团队绩效的积极作用越显著；反之,共享型领导对团队绩效的正向影响不显著,甚至为负。最后,本论文对三个子研究的研究结论进行了归纳与总结,并提出了本论文的局限性和不足,以及未来值得进一步拓展的研究方向。
[Abstract]:The era of knowledge economy, the organizational environment of increasing complexity and variability. On the one hand, the flattening of the organizational management structure, which is based on team management model has become the core of organizational development. On the other hand, the change of labor nature and desire, but also makes more and expect employees to own work roles more diversified. They want to be able to experience more diverse roles. Facing these pressures, the traditional top-down, formal leadership single mode has been unable to cope well with large numbers of information generated, the timely processing, processing and transmission, but also unable to make all kinds of issues in the organization quickly and accurately. The decision. In this case, the shared leadership by the staff to participate in the initiative, independent management and leadership are bottom-up informal collective leadership model to enhance the team output and The individual output plays a vital role. In this paper, Chinese employees as samples, using empirical research methods to explore the influence of shared leadership in this informal collective leadership team output and individual output and its mechanism of action, not only broaden and enrich the theory of leadership for sharing, and disadvantages of previous studies the defect, also provides some valuable managerial implications for the organization of team management and enhance team and individual efficiency. This paper first reviewed and summarized the previous research literature sharing leadership, consists of four parts. The first part reviews the connotation of the concept of shared leadership, theory of measurement method and its formation; the second part summarizes the antecedents of shared leadership; the third part summarizes the effect of shared leadership: the fourth part of the total The intermediary and the mechanism of shared leadership adjustment mechanism is carried out. In addition, in the shared leadership foundation and summarizes the existing literature, points out the existing shortcomings and limitations of previous studies, summarizes the main contents of this thesis. Most of the previous studies only discuss the effect of shared leadership on team performance a remote output, and the lack of team proximal behavioral variables. This not only hindered the shared leadership why improve team output cognition, limiting the overall understanding of a series of positive output team shared leadership inspired within the team. The study investigated the shared leadership of the team the proximal creative team behavior influence, as well as the mediating role of information exchange and passion team team atmosphere, and the moderating effect of environmental uncertainty. Based on the work of the 79 team 286 Team members paired with empirical data, the results show that the impact of shared leadership exchange this cognitive intermediary mechanism through team information on team creativity is not significant; the shared leadership team through the intermediary mechanism of this exciting atmosphere of emotion on a team made significant impact force; environmental uncertainty significantly adjust the relationship between shared leadership and passion of team atmosphere, environmental uncertainty is high, the positive role of shared leadership on team passion atmosphere more significant; environmental uncertainty will significantly adjust the shared leadership team through passion atmosphere indirect effect on team creativity, environmental uncertainty is high, the indirect effect is more significant because of the shared leadership in between the individual team members of social interaction, so its impact on team creativity in this team output When will affect individual members of their own level of creativity. Unfortunately, few studies on the shared leadership and individual output and the relationship between team output. On this basis, research two investigated the effect of cross level sharing and leadership on individual creativity influence mechanism, and the relationship between individual creativity and team creativity and how individual creativity effectively converted to team creativity. Through the analysis of empirical data of 64 paired teams and 251 team members, the results of the study show that: the individual role breadth self-efficacy will mediating the relationship between shared leadership and individual creativity; individual creativity will mean the relationship between shared leadership and intermediary team creativity; individual oriented transformational leadership can significantly regulate the sharing of positive relationship between leadership and individual role breadth self-efficacy Individual oriented transformational leadership; the higher the level of shared leadership of the individual role of positive effect of self efficacy width is stronger; individual oriented transformational leadership will significantly adjust the relationship between shared leadership and individual creativity mean, transformational leadership level of individual oriented higher, stronger positive effect shared leadership on individual creativity mean; team oriented transformational leadership will significantly adjust the relationship between mean individual creativity and team creativity, team oriented transformational leadership level is higher, individual creativity more easily be transformed into team creativity. Although most of the existing studies have explored the relationship between shared leadership and team performance, but there is no consistent conclusion study found that the shared leadership can promote team performance, team performance can be suppressed, so under what conditions Under the shared leadership on team performance will have such a "double-edged sword" effect is rarely studied. To study three examines the sharing mechanism of leadership bring different influence on team performance. Through the analysis of empirical data of 64 paired teams and 252 team members, the results of the study show that: the leading role configuration. The monitoring team and team members will significantly adjust the cooperation oriented relationship between shared leadership and team performance, when the distribution of equal leadership among team members, team and team members work together to monitor the level orientation level is higher, the positive role of shared leadership on team performance is more significant; on the other hand, sharing positive influence of leadership on team performance is not significant, or even negative. Finally, the conclusion of study on three study in this thesis are summarized, and put forward in this paper Limitations and shortcomings, as well as future research direction should be further expanded.

【学位授予单位】：华中科技大学
【学位级别】：博士
【学位授予年份】：2016
【分类号】：F272.92
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本文编号：1463433