本文選題：領(lǐng)導(dǎo)成員交換　切入點(diǎn)：主動(dòng)行為　出處：《華東理工大學(xué)》2017年碩士論文

【摘要】：近期,組織行為學(xué)對(duì)組織領(lǐng)導(dǎo)中上下級(jí)關(guān)系研究的焦點(diǎn)主要集中于領(lǐng)導(dǎo)和成員之間動(dòng)態(tài)交換的二元關(guān)系。領(lǐng)導(dǎo)成員交換(Leader-Member Exchange,簡稱LMX)理論認(rèn)為,高質(zhì)量的LMX關(guān)系對(duì)提高主動(dòng)行為有顯著的作用。下屬的主動(dòng)行為就是下屬在工作中,在提升現(xiàn)有環(huán)境的行為中采取主動(dòng)權(quán)。個(gè)體自發(fā)地采取積極的方式,通過克服各種障礙和困難,去完成工作任務(wù)并實(shí)現(xiàn)目標(biāo)的行為特征。包括主動(dòng)改進(jìn)工作方法、主動(dòng)解決問題、個(gè)人主動(dòng)性、尋求個(gè)性化的契約關(guān)系以及主動(dòng)尋求反饋等行為。心理授權(quán)指的是提高員工自我效能的動(dòng)機(jī)過程。囊括了個(gè)體的四種心理狀態(tài)：工作意義、自我效能、選擇性和影響力。本文提出未來值得深入研究的方面是：領(lǐng)導(dǎo)成員交換對(duì)下屬主動(dòng)行為的影響,以及心理授權(quán)的中介作用。本研究利用來自W公司的800份問卷調(diào)查結(jié)果,對(duì)領(lǐng)導(dǎo)成員交換、下屬的主動(dòng)行為、心理授權(quán)關(guān)系進(jìn)行了實(shí)證分析。結(jié)果表明：領(lǐng)導(dǎo)成員交換與下屬的主動(dòng)行為之間存在正向相關(guān)；領(lǐng)導(dǎo)成員交換與心理授權(quán)之間存在正向相關(guān)；心理授權(quán)與下屬的主動(dòng)行為之間存在正向相關(guān)；心理授權(quán)在領(lǐng)導(dǎo)成員交換與下屬的主動(dòng)行為之間起到部分中介作用。
[Abstract]:Recently, organizational behavior has focused on the duality of dynamic exchange between leaders and members in the study of the relationship between superior and subordinate in organizational leadership. The theory of leadership exchange, Leader-Member Exchange (LMX), holds that, High quality LMX relationships play a significant role in improving active behavior. Subordinates' active behavior is to take the initiative in their work and in the behavior of improving their existing environment. The behavioral characteristics of accomplishing work tasks and achieving goals by overcoming obstacles and difficulties. These include active improvement of work methods, active problem-solving, personal initiative, Psychological empowerment refers to the motivation process of improving employee's self-efficacy. It includes four mental states of individual: job meaning, self-efficacy, self-efficacy, etc. Selectivity and influence. This paper points out that the influence of leadership exchange on subordinates' active behavior and the intermediary role of psychological empowerment are worthy of further study in the future. The results of 800 questionnaires from W Company are used in this study. An empirical analysis of leadership member exchange, subordinates' active behavior and psychological empowerment is made. The results show that there is a positive correlation between leadership member exchange and subordinate active behavior. There is a positive correlation between the exchange of leading members and psychological empowerment; there is a positive correlation between psychological empowerment and subordinates' active behavior; psychological empowerment plays a part of intermediary role between the exchange of leading members and the active behavior of subordinates.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F416.471

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