本文選題：魅力型領(lǐng)導(dǎo)行為　切入點：領(lǐng)導(dǎo)-成員交換　出處：《石河子大學(xué)》2016年碩士論文

【摘要】：為了使企業(yè)獲得持續(xù)的創(chuàng)造力、凝聚力以及競爭力,組織需要不斷發(fā)展創(chuàng)新,與時俱進。僅靠管理者無法解決公司面臨的所有的問題,還需要公司員工群策群力,提升主人翁意識,不僅需要完成職責(zé)范圍內(nèi)的工作,還應(yīng)該積極主動進行建言行為,提高組織的綜合能力。建言行為是企業(yè)員工為解決企業(yè)現(xiàn)在在管理上以及生產(chǎn)上所存在的問題、改善目前組織運作情況以及提高組織的運行效率,積極、自發(fā)、主動向上級領(lǐng)導(dǎo)或者相應(yīng)領(lǐng)導(dǎo)部門提出的具有建設(shè)性意見或建議的行為,這種行為是員工工作職責(zé)范疇之外的角色外行為。而員工建言這種角色外行為深受員工所感知到的領(lǐng)導(dǎo)對建言行為的態(tài)度以及領(lǐng)導(dǎo)行為有效性的影響,一方面是因為領(lǐng)導(dǎo)作為員工的建言對象,若領(lǐng)導(dǎo)對員工的建言行為有選擇性的采納并鼓勵,則會促進員工進行建言,反之若領(lǐng)導(dǎo)對員工建言行為采取打擊壓制的態(tài)度則會抑制員工建言行為;另一方面是因為領(lǐng)導(dǎo)是公司資源的分配者、權(quán)力的擁有者以及獎罰工作的決策者,員工只有確認自己的建言行為不會給自己帶來風(fēng)險,才會愿意發(fā)生建言行為。而魅力型領(lǐng)導(dǎo)強調(diào)通過魅力吸引引發(fā)員工的個人認同,員工對領(lǐng)導(dǎo)行為產(chǎn)生認同感,這有利于領(lǐng)導(dǎo)行為的有效性,進而有利于員工進行建言行為。中國受五千年傳統(tǒng)文化的影響,形成了特有的“關(guān)系”型社會氛圍,不僅領(lǐng)導(dǎo)風(fēng)格和領(lǐng)導(dǎo)方式會影響建言行為建言行為,而且領(lǐng)導(dǎo)與員工之間的相互關(guān)系也會很大程度上影響員工的建言行為。社會交換理論認為領(lǐng)導(dǎo)與其部署之間不僅存在工作上的經(jīng)濟交換還存在凌駕于工作之上的社會交換,這種不同程度的交換關(guān)系以及交換關(guān)系的質(zhì)量將會深深地影響員工的工作動機以及行為方式。因此本研究通過對國內(nèi)外相關(guān)研究的梳理和總結(jié),針對已有研究的空缺不足,嘗試對魅力型領(lǐng)導(dǎo)、領(lǐng)導(dǎo)-成員交換以及員工建言行為之間的關(guān)系進行分析與整理,探討領(lǐng)導(dǎo)-成員交換構(gòu)念在魅力型領(lǐng)導(dǎo)行為和下屬建言行為之間的中介作用。本研究在對相關(guān)文獻的進行梳理基礎(chǔ)上,將領(lǐng)導(dǎo)-成員交換作為中介變量,并通過發(fā)放問卷的方式對國內(nèi)多家企業(yè)的200名員工進行調(diào)查,將得到的數(shù)據(jù)用描述性統(tǒng)計分析、相關(guān)分析、回歸分析等統(tǒng)計方法對進行分析,得到以下研究結(jié)論:(1)魅力型領(lǐng)導(dǎo)對員工建言行為有顯著的正向影響。(2)魅力型領(lǐng)導(dǎo)與領(lǐng)導(dǎo)-成員交換存在顯著的正向影響。(3)領(lǐng)導(dǎo)-成員交換與員工建言行為存在顯著的正向影響。(4)領(lǐng)導(dǎo)-成員交換在魅力型領(lǐng)導(dǎo)與員工建言行為中起中介作用。以本研究結(jié)論為理論指導(dǎo),本文分別針對企業(yè)管理者提出了關(guān)于如何提高員工建言行為對策建議和提高管理者魅力的途徑和渠道。最后,指出本研究在采集數(shù)據(jù)、處理數(shù)據(jù)以及進行實證分析中的不足,并提出關(guān)于未來的研究展望,以期能夠得出更精確的結(jié)論,為實踐提供更具體可行的指導(dǎo)借鑒意義。
[Abstract]:In order to make the enterprise obtain sustainable creativity, cohesion and competitiveness, the organization needs to continue to develop innovation, advance with the times. Only administrators can not solve all the problems faced by the company, the company still needs the staff work together, enhance the sense of ownership, not only need to complete the work within the scope of functions, should also actively carry out voice behavior, improve the comprehensive ability of organization. Employee voice behavior is to solve the enterprise now in the management of the existing problems in production, improve the operation efficiency of the organization organization and to improve the operation rate, positive, spontaneous, offered to their superiors or the corresponding departments of the constructive comments or suggestions of the behavior, this behavior is the role of behavior outside the staff duties and employee voice category. This role behavior was perceived by employees of leadership on voice behavior The attitude and influence the effectiveness of leadership behavior, partly because the leadership as the employees' voice, if the leadership on employees' voice behavior selectively adopted and encouraged, will promote the staff suggestions, if taken to suppress the attitude of the leadership and employee voice behavior will inhibit employee voice behavior; on the other hand because leadership is the allocation of corporate resources, the holders of power and decision reward work, employee voice behavior not only confirm their own risks, will occur and voice behavior. The charismatic leadership emphasizes the charm of lead to employee personal identity, employees have a sense of identity of leadership behavior, which is for effective leadership behavior, which is conducive to employee voice behavior. Chinese affected 5000 years of traditional culture, forming a unique "relationship" society. Not only will the atmosphere, leadership style and leadership style will influence the voice voice behavior, and the relationship between the leadership and staff will also affect employee voice behavior largely. The social exchange theory thinks that there are not only work on economic exchange are superior to work on social exchange between leader and the deployment of this exchange relationship different degree and quality of the exchange relationship will have a profound impact on staff motivation and behavior. So the research and summary of the related research at home and abroad combing, researches on existing vacancy insufficient, try to lead the charismatic, analyze and organize the relationship between LMX and employee voice behavior. To explore the construct of leader member exchange intermediary role between charismatic leadership and subordinates' voice behavior. The research on the related literature The review on the basis of the leader member exchange as a mediator, and through the questionnaire survey of 200 employees of domestic enterprises, the data will be used for descriptive statistical analysis, correlation analysis, regression analysis and other statistical methods of analysis, obtained the following conclusions: (1) the charismatic the leadership has a significant positive impact on employee voice behavior. (2) there are significant positive effects of charismatic leadership and leader member exchange. (3) has significant positive effect on the leader member exchange and employee voice behavior. (4) leader member exchange plays an intermediary role in the charismatic leadership and employee voice behavior at the conclusion of this study. As the theoretical guidance, this paper aims at the enterprise managers put forward on how to improve the employee voice behavior countermeasures and improve managers charm channels. Finally, points out this research in mining The shortcomings of data collection, data processing and empirical analysis are put forward, and future research prospects are put forward, in order to draw more accurate conclusions and provide more specific and feasible guidance and reference for practice.

【學(xué)位授予單位】：石河子大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F272.92

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