【摘要】：現(xiàn)今社會競爭日趨激烈,組織管理者通常使用的一種管理方式是授權(quán),這也是組織為了提高自身競爭力而采取的一種重要方法。和其他種類領(lǐng)導(dǎo)(比如變革型領(lǐng)導(dǎo)、支持型領(lǐng)導(dǎo)、交易型領(lǐng)導(dǎo)等)相比,授權(quán)型領(lǐng)導(dǎo)的一個(gè)明顯區(qū)別在于其更重視領(lǐng)導(dǎo)者和下屬共享權(quán)力,以便下屬領(lǐng)導(dǎo)自己并自主決策,能夠獨(dú)立工作。為了使組織的靈活性和效率得到提高,競爭力得到增強(qiáng),企業(yè)亟需培養(yǎng)一批具備權(quán)力共享意識、愿意表現(xiàn)授權(quán)型領(lǐng)導(dǎo)行為的管理人員。伴隨著授權(quán)型領(lǐng)導(dǎo)理論研究的不斷深入,學(xué)術(shù)界逐漸從授權(quán)型領(lǐng)導(dǎo)的作用機(jī)制研究轉(zhuǎn)向授權(quán)型領(lǐng)導(dǎo)的影響研究,但目前學(xué)術(shù)界在該領(lǐng)域的研究成果還相對單一、零散,主要從管理者自身視角出發(fā)進(jìn)行研究。本研究基于中國情境,采用扎根理論研究方法,構(gòu)建了管理者授權(quán)型領(lǐng)導(dǎo)行為的“我能(I can)”、“我愿(I am willing to)”、“我該(I should)”影響因素模型(即CWS模型)。在CWS影響因素模型的基礎(chǔ)上,根據(jù)中國傳統(tǒng)的“德才觀”,檢驗(yàn)員工的“德”(員工倫理行為)和“才”(員工工作績效)與管理人員授權(quán)型領(lǐng)導(dǎo)行為的關(guān)系。筆者在福建廈門、泉州、福州等地對11家高星級飯店的420名普通員工和他們的管理人員進(jìn)行了問卷調(diào)查,檢驗(yàn)筆者的概念模型與各個(gè)假設(shè)。310份管理人員與員工的配對問卷的數(shù)據(jù)分析結(jié)果表明:(1)員工的倫理行為和員工的工作績效都對管理者的授權(quán)型領(lǐng)導(dǎo)行為有顯著的正向影響,并且管理者對員工的信任感部分中介了二者之間的關(guān)系;(2)管理者的權(quán)力地位風(fēng)險(xiǎn)考量調(diào)節(jié)了管理者對員工的信任感與授權(quán)型領(lǐng)導(dǎo)行為之間的關(guān)系。在管理者權(quán)力地位風(fēng)險(xiǎn)考量較低的情況下,管理者對員工的信任感與授權(quán)型領(lǐng)導(dǎo)行為之間的正相關(guān)關(guān)系更強(qiáng)。筆者根據(jù)定性和定量研究結(jié)果為企業(yè)培養(yǎng)授權(quán)型領(lǐng)導(dǎo)者提出了四點(diǎn)建議:(1)建立、健全考核監(jiān)督機(jī)制,防止員工濫用權(quán)力;(2)加強(qiáng)對員工的培訓(xùn),提高其各方面的能力;(3)建立管理人員與員工間的信任關(guān)系;(4)營造良好的授權(quán)環(huán)境。最后闡述本研究的結(jié)論、貢獻(xiàn)、不足之處以及學(xué)術(shù)界的未來研究方向。
[Abstract]:Nowadays, the competition in society is becoming more and more intense. One of the management methods usually used by organization managers is authorization, which is also an important method adopted by organizations in order to improve their own competitiveness. One obvious difference from other types of leadership (such as transformational leadership, supportive leadership, transactional leadership, etc.) is that it places more emphasis on the sharing of power between leaders and subordinates so that they can lead themselves and make decisions on their own. Able to work independently. In order to improve the flexibility and efficiency of the organization and enhance the competitiveness, it is urgent for enterprises to cultivate a group of managers who have the sense of power sharing and are willing to show the behavior of authorized leadership. With the deepening of the research on the empowerment leadership theory, the academic circles gradually change from the role mechanism research of the authorized leadership to the influence research of the authorized leadership, but at present the academic research results in this field are relatively single and scattered. Mainly from the manager's own perspective to carry on the research. Based on the Chinese situation and using the method of rooted theory, this study constructed the "I can (I can)", "I wish (I am willing to)" and "I should (I should)" model (CWS model) of managers' authorized leadership behavior. On the basis of CWS influential factor model, according to the traditional Chinese view of "morality and ability", the relationship between employee's "morality" and "talent" (employee's performance) and managerial authorized leadership behavior is tested. In Fujian, Xiamen, Quanzhou, Fuzhou and other places, the author conducted a questionnaire survey on 420 ordinary employees and their managers in 11 high-star hotels. The results of 310 management-employee pairing questionnaires show that: (1) the ethical behavior of employees and the performance of employees both have an impact on managers' authorized leadership behavior. Have significant positive effects, And the manager's trust to the employee partly mediates the relationship between the two; (2) the consideration of managers' power position risk regulates the relationship between managers' trust in employees and authorized leadership behavior. In the case of low risk consideration of managers' power position, the positive correlation between managers' trust in employees and authorized leadership behavior is stronger. According to the qualitative and quantitative research results, the author puts forward four suggestions for enterprises to cultivate authorized leaders: (1) to establish and improve the examination and supervision mechanism to prevent the abuse of power by employees; (2) to strengthen the training of employees and improve their ability in all aspects; (3) to establish a relationship of trust between managers and employees; (4) to create a good environment for delegation of authority. Finally, the conclusion, contribution, deficiency and future research direction of this research are expounded.
【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92

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