服务型领导对员工离职意向和创造力的影响研究

发布时间：2018-07-14 19:11

【摘要】：鉴于领导者在工作场所的重要作用,领导力被广泛地认为对员工个人及团队层面的工作态度和行为具备重要影响作用。作为当代研究中一个有影响力的领导理论,服务型领导已经越来越受到学者们的关注。服务型领导反映了这样一种领导力,他们优先满足下属的需求,关注于支持和帮助下属的发展,并致力于激发追随者的潜能。现有文献表明,服务型领导对员工个人和团队的结果变量具备重要的理论意义和潜在的重要影响。但是,研究学者们指出对于服务型领导及其结果变量的中间机制的研究尚还缺乏。学者们还指出进一步“探索服务型领导和个人及团队结果变量之间的中介机制”是非常有必要的。因此,运用实证研究方法考察服务型领导对员工个人及团队层面的工作态度和行为的影响及其中间机制,对于扩展和深化服务型领导的研究理论和内容具备重要的理论意义和实践意义。本研究运用领导力理论和创造力理论等多理论视角,选择员工离职意向、员工个人创造力及团队创造力做为结果变量,团队认同、心理授权和自我效能机制作为中介变量,文化价值观(集体主义和权力距离)和工作-家庭冲突作为调节变量,构建服务型领导对员工离职意向及创造力的多层次影响模型。本研究首先对现有文献进行回顾和综述,然后通过介绍研究设计及数据收集过程,运用SPSS、HLM和LISREL等软件,并对问卷调查收集的数据进行分析和对提出的假设进行验证。最后,对本研究的研究结果进行讨论和总结,并具体阐述本研究的理论贡献与实践意义。本研究的主要研究内容及研究结论如下：第一,研究服务型领导如何通过团队认同的中介机制来影响员工离职意向,以及集体主义文化价值观的调节作用。研究结果发现,员工团队认同部分中介作用于服务型领导和员工离职意向之间的关系。此外,进一步发现服务型领导和员工团队认同的关系会受到集体主义文化价值观的影响。考虑到集体主义的两个维度,本研究关注了水平集体主义和垂直集体主义这两个变量的不同调节效应。结论显示,水平集体主义会强化服务型领导对员工团队认同的积极作用,而垂直集体主义会弱化服务型领导对员工团队认同的积极作用。第二,研究服务型领导如何通过员工心理授权的中介机制来影响员工个人创造力,以及员工个人因素——工作-家庭冲突的调节作用。研究结果发现,服务型领导会通过员工心理授权正向作用于员工个人创造力。此外,工作-家庭冲突会调节服务型领导与员工心理授权的关系。同时本研究考虑了工作对家庭冲突和家庭对工作冲突这两个不同冲突的差异及其作用区别。结果显示,虽然家庭对工作的冲突调节作用于服务型领导和员工心理授权,但是工作对家庭的冲突的调节效应不成立。第三,研究服务型领导对个人及团队创造力的多层次影响机制。研究发现,在个体层面,服务型领导会通过员工创新自我效能感正向影响员工个人创造力。与此同时,在团队层面,服务型领导会通过团队效能感积极影响团队创造力。此外,研究还发现团队权力距离会调节服务型领导和团队效能感的关系,当团队权力距离越低,服务型领导与团队效能感的关系越强。但是,团队权力距离对于服务型领导和员工创新自我效能感这两者之间关系的调节作用不显著。本研究的理论意义主要包括：首先,本研究深化了服务型领导和员工离职意向及创造力之间的中介机制的研究。其次,本研究深化了服务型领导对员工的心理及行为作用的边界条件。一方面,研究的结果有助于加深了解边界条件(如情境因素及个人因素)对服务型领导和员工个人及团队结果变量的影响机制,另一方面,研究的研究结果丰富并深化了关于情境因素——集体主义和权力距离文化价值观及个人因素——工作-家庭冲突的研究。再次,本研究拓展了领导力和创造力的跨层次研究。研究结果扩展了现有的对于个人和团队之间不同作用机制的理解,从而为进一步的研究个人和团队创造力之间的不同机制提供了实证基础。最后,本研究的结论为管理者们提供了一些实践启示。第一,积极推广服务型领导风格。在实践中,组织可以使用服务型领导培训项目来关注于管理者们服务型领导行为的发展。还可以通过性格评估来考察员工是否具备服务型领导风格的行为特征(例如服务于他人等),这将作为选择和提升员工时可以参考的因素。第二,管理者考可以虑提高员工对组织和团队的认同感和归属感,从而进一步降低下属的离职意向和离职行为。第三,管理者可以通过培养授权的氛围及提升员工的自我效能信念,从而进一步提升员工及团队的创新性结果。第四,管理者们应加强对文化价值观(集体主义和权力距离)差异的理解。一方面,为了降低员工的离职意向和离职行为,组织应该更多地鼓励个人水平集体主义文化价值观的建立,另一方面,为了加强团队成员之间的互动,提升团队创造力,组织应该在团队中建立更加平等和低权力距离的文化价值观。第五,组织和管理者们可以通过任务管理、人员调度、工作设计和灵活的工作安排等来减少工作-家庭冲突。
[Abstract]:In view of the important role of leaders in the workplace, leadership is widely considered to have an important impact on the work attitude and behavior of the staff and at the team level. As an influential leadership theory in contemporary research, service leadership has become more and more concerned by scholars. Leadership, which gives priority to meeting the needs of subordinates, focuses on supporting and helping the development of subordinates, and is committed to motivate the potential of followers. There is still a lack of research on the intermediate mechanism of the outcome variables. Scholars have also pointed out that it is necessary to further "explore intermediary mechanisms between service leaders and individual and team result variables". Therefore, the use of empirical research methods to investigate the impact of service leadership on the working attitude and behavior of the individual and team level. Its intermediate mechanism has important theoretical and practical significance for expanding and deepening the research theory and content of service-oriented leadership. This study uses the theory of leadership and creativity theory to choose employees' turnover intention, staff creativity and team creativity as the result variables, team identification, psychological authorization and The self-efficacy mechanism, as an intermediary variable, the cultural values (collectivism and power distance) and work family conflict as the regulating variables, constructs the multi-level influence model of the service type leadership on employee turnover intention and creativity. First, this study reviews and summarizes the existing literature, and then introduces research design and data collection by introducing the research design and data collection. Process, using SPSS, HLM and LISREL software, and analyzing the data collected by the questionnaire survey and verification of the proposed hypothesis. Finally, the research results of this study are discussed and summarized, and the theoretical contribution and practical significance of this study are expounded. The main contents and conclusions of this study are as follows: first, research How service leadership affects employee turnover intention through the mediation mechanism of team identification, and the role of collectivist cultural values. The results show that the part of employee team identification plays a role in the relationship between service leadership and employee turnover intention. In addition, it is further found that service leadership and employee team identification are further found. The relationship will be influenced by the cultural values of collectivism. Taking into account the two dimensions of collectivism, this study focuses on the different regulating effects of the two variables of the horizontal collectivism and the vertical collectivism. The conclusion shows that the horizontal collectivism will strengthen the positive role of the service-oriented leadership to the employee team identification, and the vertical collectivism. It will weaken the positive role of service-oriented leadership on employee team identification. Second, research on how service type leadership affects employee creativity through the intermediary mechanism of employee psychological authorization and the adjustment role of employee personal factors, work family conflict. The results show that service leadership will be positive through employee psychological authorization. In addition, work family conflict regulates the relationship between service leadership and employee psychological empowerment. At the same time, this study takes into account the differences and differences between the two different conflicts of work on family conflict and family conflict. Leadership and employees' psychological empowerment, but the regulatory effect of work on family conflicts is not established. Third, research on the multi-level influence mechanism of service leadership on individual and team creativity. Research finds that at the individual level, the service type leadership will affect the employees' creativity through the employee's creative self-efficacy. At the same time, in the team, the team is in the team. In addition, the study also finds that team power distance can regulate the relationship between service leadership and team effectiveness. The lower the team power distance, the stronger the relationship between service leadership and team effectiveness. But, team power distance is for service leadership and staff. The theoretical significance of this study includes: first, this study deepens the study of the intermediary mechanism between service leadership and employee turnover intention and creativity. Secondly, this study deepens the boundary conditions for the psychological and behavioral effects of service leaders on employees. On the one hand, the results of the study help to deepen the understanding of the influence mechanism of boundary conditions (such as situational factors and individual factors) on service-oriented leadership and employees' individual and team outcome variables. On the other hand, the research results enrich and deepen the cultural values and individual factors of collective and power distance. Work - family conflict studies. Thirdly, this study extends the cross level study of leadership and creativity. The results extend the existing understanding of the different mechanisms between individuals and teams, thus providing an empirical basis for further research on the different mechanisms between individual and team creativity. Finally, the conclusions of this study It provides some practical inspiration for managers. First, actively promote the service style leadership style. In practice, the organization can use the service type leadership training program to pay attention to the development of the manager's service oriented leadership behavior. Second, managers can improve employees' sense of identity and belonging to the organization and team, and further reduce their turnover intention and turnover. Third, managers can develop an empowerment atmosphere and improve their employees' self-efficacy letters. Fourth, managers should strengthen the understanding of differences in cultural values (collectivism and power distance). On the one hand, in order to reduce employee turnover intention and turnover behavior, organizations should encourage the establishment of individual level collectivism cultural values more, on the other hand, In order to enhance interaction among team members, enhance team creativity, organizations should establish more equal and low power distance cultural values in the team. Fifth, organizations and managers can reduce work family conflicts through task management, personnel scheduling, work design and flexible work arrangements.
【学位授予单位】：中国科学技术大学
【学位级别】：博士
【学位授予年份】：2016
【分类号】：F272.92

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