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  本文選題：變革型領導　切入點：員工創(chuàng)造力　出處：《吉林大學》2017年碩士論文　論文類型：學位論文

【摘要】：在當下的經(jīng)濟環(huán)境下,創(chuàng)新已成為企業(yè)能否生存的決定性因素,具體到企業(yè)層面,要想把創(chuàng)新落在實處,就必須從每一個員工抓起。組織中的創(chuàng)新就是對工作團隊或員工個體的創(chuàng)造性想法在組織層面的成功執(zhí)行,這種創(chuàng)新是建立在員工創(chuàng)造力的基礎之上的,因此研究如何提高員工創(chuàng)造力就成為企業(yè)和管理學界關注的重要問題。影響員工創(chuàng)造力的因素一般有兩個方面,個人特質和環(huán)境因素。在環(huán)境因素中,員工日常工作中與之互動最多的便是其直屬領導,所以領導者的風格,直接影響了員工在工作中的態(tài)度、動機和行為。變革型領導作為一種新型領導方式對員工創(chuàng)造力的提升具有非凡意義;在個人特質方面,員工是否愿意主動創(chuàng)新,往往取決于其工作的內在動機。因此,利用動機理論去解釋變革型領導對員工創(chuàng)造力的影響是一條值得研究的路徑。在當今企業(yè)中,員工往往以部門或是團隊的形式進行工作,在領導風格對員工創(chuàng)造力影響的過程中,團隊或部門成員對其所在環(huán)境的感知也會對個體成員產(chǎn)生重要的影響。團隊創(chuàng)新氛圍作為團隊內成員對其所在工作團隊創(chuàng)新氛圍的感知,對每一個員工工作的內在動機都會產(chǎn)生影響,員工感受到不同程度的創(chuàng)新氛圍,比如會影響其工作的內在動機,而具體是何種影響機制,還有待于深入地進行談論。對于上述提出的研究問題,本文在總結前人研究的基礎上,分析了變量之間的關系,建立了變革型領導——內在動機——員工創(chuàng)造力的中介作用模型,并以團隊創(chuàng)新氛圍作為變革型領導與內在動機之間影響的權變因素進行探究。本文采用問卷調查的方法對數(shù)據(jù)進行收集。對不同企業(yè)的506名員工進行的正式的調查,問卷內容包括,對變革型領導、員工創(chuàng)造力、內在動機和團隊創(chuàng)新氛圍的測量,在控制性別、年齡、企業(yè)類型、工作年限的基礎上,運用SPSS19.0、AMOS17.0和HLM16.0對數(shù)據(jù)進行處理分析,對理論模型進行檢驗,得出以下結論:(1)變革型領導方式可以提升員工創(chuàng)造力,即領導越多的展現(xiàn)出變革型領導風格,員工創(chuàng)造力的水平會得到提升。(2)內在動機在變革型領導影響影響員工創(chuàng)造力的關系中起部分中介的作用。(3)團隊創(chuàng)新氛圍在變革型領導與內在動機之間起到正向調節(jié)的作用。具體而言,高的團隊創(chuàng)新氛圍會增強變革型領導對團隊成員的內在動機的影響程度。本研究的理論貢獻有:(1)驗證了變革型領導與員工創(chuàng)造力的正向關系。(2)識別了變革型領導與員工創(chuàng)造力的作用路徑:內在動機在變革型領導與員工創(chuàng)造力的關系中起到部分中介的作用。(3)識別了變革型領導與員工創(chuàng)造力關系的權變因素:團隊創(chuàng)新氛圍起了正向調節(jié)的作用。本研究的管理啟示:(1)團隊或部門領導應該盡可能多地展現(xiàn)出變革型領導風格,這有助于提升其下屬的員工創(chuàng)造力,從而為整個團隊帶來更多的創(chuàng)新思維與創(chuàng)新工作方式。(2)團隊或部門領導應該盡可能地從員工內在工作動機方面(而不是簡單地靠獎懲進行外在激勵)激勵員工,因為只有員工對工作有著強烈的內在動機,才能激發(fā)其自身的創(chuàng)造力,為團隊帶來更杰出的成果。(3)團隊或部門中的所有成員都應該共同營造一種利于創(chuàng)新的氛圍,這種氛圍可以反過來影響每一名成員工作的內在動機從而使其創(chuàng)造力獲得提升。
[Abstract]:In the current economic environment, innovation has become the decisive factor to the survival of enterprises, specific to the enterprise level, to put innovation into practice, we must start from every employee in the organization. Innovation is the work team or individual creative ideas executed at the organizational level of success, this innovation is established on the basis of employees' creativity, therefore the research on how to improve the creativity of employees has become an important problem of enterprise and management circles. Factors affecting employee creativity generally have two aspects, individual characteristics and environmental factors. In environmental factors, staff daily interaction with the most is the direct leadership. So a leader style, directly affect the attitude of the staff at work, motivation and behavior of transformational leadership. As a new type of leadership on employee creativity promotion has extraordinary Meaning; in terms of personal characteristics, the employees are willing to take the initiative and innovation, intrinsic motivation often depends on their work. Therefore, to explain the impact of transformational leadership on employees' creativity is a worthwhile research path using motivation theory. In today's enterprise, employees tend to department or team in the form of work in leadership style effect on employee creativity, team members or departments on their perceptions of the environment will also have an important influence on individual members. As a team member of team innovation atmosphere on the work of team innovation climate perception, intrinsic motivation of every employee will have an impact, employees feel different the degree of innovation atmosphere, such as intrinsic motivation will affect their work, and in particular the influence mechanism of what remains to be thorough about the research on the above mentioned, In this paper, on the basis of previous studies, analysis of the relationship between the variables, establish the intermediary role model of Transformational Leadership: intrinsic motivation, creativity, and team innovation atmosphere as contingency factors between transformational leadership and intrinsic motivation are explored. This paper uses questionnaire survey method to collect data on the 506. Employees of different enterprises of the formal survey questionnaire included, of transformational leadership, employee creativity, measurement of intrinsic motivation and team innovation atmosphere, age, gender in control, enterprise type, based on the work experience, the use of SPSS19.0, AMOS17.0 and HLM16.0 for data processing and analysis to test the theoretical model. Draw the following conclusions: (1) transformational leadership can enhance the creativity of employees, namely leadership more show the transformational leadership style, employee creativity The level will be raised. (2) intrinsic motivation in transformational leadership influences partially mediate the relationship between employees' creativity. (3) team innovation atmosphere play a positive role between transformational leadership and intrinsic motivation. Specifically, the influence degree of team innovation atmosphere high Wai will enhance the transformational leadership on the team the members of the intrinsic motivation. The theoretical contributions of this study are: (1) verify the positive relationship between transformational leadership and employee creativity. (2) to identify the path of transformational leadership and employee creativity: intrinsic motivation in the change of mediate the relationship between leadership and employee creativity. (3) the recognition of contingency factors relationship between transformational leadership and employee creativity: team innovation atmosphere played a positive role. The management implications of this study: (1) the team or the Department Manager should show as much as possible. Transformational leadership style, which helps to improve their subordinates creativity, leading to innovative thinking and innovative ways of working more for the entire team. (2) the team or the Department Manager should as far as possible from the intrinsic motivation of staff (rather than simply relying on rewards and punishments in external incentives to motivate employees, for employees only) there is a strong internal motivation to work, in order to stimulate their own creativity, bring more outstanding achievement for the team. (3) all members of the team or department should jointly create a favorable atmosphere of innovation, this kind of atmosphere can in turn affect the intrinsic motivation of every member of the work so as to make the creativity ascend.

【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92

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