本文選題：教練型領(lǐng)導(dǎo)行為 + 工作績效　； 參考：《吉林大學(xué)》2017年碩士論文

【摘要】：教練型領(lǐng)導(dǎo)行為是提高員工績效的一種重要的管理技術(shù),但是兩者之間的作用機制還是一個“黑箱”,需要學(xué)者進一步研究。國內(nèi)學(xué)者對教練型領(lǐng)導(dǎo)行為進行理論研究的時間還很短,相關(guān)研究還很不足。本研究把教練型領(lǐng)導(dǎo)行為作為研究對象,對教練型領(lǐng)導(dǎo)行為與員工工作績效之間的關(guān)系進行實證研究。根據(jù)互惠理論,員工會把領(lǐng)導(dǎo)的教練型行為視為一種幫助,并會對這種幫助做出反應(yīng),即提高員工工作績效;教練型領(lǐng)導(dǎo)與員工互動的過程就是提高員工自我效能感的過程,根據(jù)自我效能感——績效關(guān)系模型,我們提出員工自我效能感在教練型領(lǐng)導(dǎo)行為與員工工作績效關(guān)系中起中介作用。在理論分析的基礎(chǔ)上,提出了本研究的相關(guān)假設(shè)并構(gòu)建了理論研究模型。通過調(diào)查問卷對吉林大學(xué)MBA學(xué)員及其同事進行樣本數(shù)據(jù)收集,共收集有效樣本219份,利用SPSS 22.0和AMOS 21統(tǒng)計學(xué)軟件對樣本數(shù)據(jù)進行信效度分析和相關(guān)性分析,使用結(jié)構(gòu)方程模型對研究假設(shè)進行檢驗。實證研究結(jié)果顯示:(1)國外學(xué)者開發(fā)的教練型領(lǐng)導(dǎo)行為量表在國內(nèi)環(huán)境中同樣適用,樣本數(shù)據(jù)分析結(jié)果顯示教練型領(lǐng)導(dǎo)行為得分高于均值水平,說明在中國組織環(huán)境中,同樣存在教練型領(lǐng)導(dǎo)行為。(2)教練型領(lǐng)導(dǎo)行為對員工任務(wù)績效和員工周邊績效具有顯著正向影響,說明教練型領(lǐng)導(dǎo)行為有助于提高員工的工作績效;教練型領(lǐng)導(dǎo)行為對員工自我效能感具有顯著地正向影響,說明工作環(huán)境中的教練型領(lǐng)導(dǎo)行為確實可以提升員工自我效能感;員工自我效能感對員工任務(wù)績效和周邊績效有顯著正向影響。(3)教練型領(lǐng)導(dǎo)不僅可以直接作用于員工工作績效,還可用通過員工自我效能感的中介作用間接影響員工績效。員工自我效能感在教練型領(lǐng)導(dǎo)行為和員工工作績效關(guān)系中起中介作用,但是自我效能感并不是唯一中介,兩者之間的其他中介因素還需要進一步研究。最后,指出本研究結(jié)論的理論意義以及對管理實踐的啟示。
[Abstract]:Coaching leadership is an important management technique to improve employee performance, but the mechanism between them is still a "black box", which needs further study by scholars. The time for domestic scholars to conduct theoretical research on coaching leadership behavior is very short, and the related research is still very insufficient. In this study, the relationship between coaching leadership behavior and employee work performance was studied. According to the theory of reciprocity, employees will regard the coaching behavior of leadership as a kind of help and react to the help, that is, to improve the employee's work performance, and the process of interaction between the coach leader and the employee is the process of improving the employee's sense of self-efficacy. Based on the self-efficacy-performance relationship model, we propose that employee self-efficacy plays an intermediary role in the relationship between coaching leadership behavior and employee job performance. On the basis of theoretical analysis, the hypothesis of this study is put forward and the theoretical research model is constructed. A total of 219 valid samples were collected from Jilin University MBA students and their colleagues by questionnaires. The reliability and validity of the sample data were analyzed by using SPSS 22.0 and AMOS 21 statistical software. The structural equation model is used to test the research hypothesis. The empirical results show that the coaching leadership behavior scale developed by foreign scholars is also applicable in the domestic environment. The results of sample data analysis show that the score of coaching leadership behavior is higher than the average level, indicating that in the organizational environment in China, There is also a significant positive impact of coaching leadership behavior on staff task performance and employee peripheral performance, indicating that coaching leadership behavior helps to improve staff performance. Coaching leadership behavior has a significant positive impact on staff self-efficacy, which shows that coaching leadership behavior in the work environment can really enhance employee self-efficacy; Self-efficacy has a significant positive impact on task performance and peripheral performance.) coaching leadership can not only directly affect employee performance, but also indirectly affect employee performance through the intermediary role of employee self-efficacy. Employee self-efficacy plays an intermediary role in the relationship between coaching leadership behavior and employee work performance, but self-efficacy is not the only intermediary, and other intermediary factors between them need to be further studied. Finally, the paper points out the theoretical significance of this study and its implications for management practice.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92

【參考文獻】

相關(guān)期刊論文 前10條

1 王雁飛;張靜茹;林星馳;周良海;朱瑜;;教練型領(lǐng)導(dǎo)行為研究現(xiàn)狀與展望[J];外國經(jīng)濟與管理;2016年05期

2 鄭媛;周厚齊;;一般自我效能感研究綜述[J];新校園(上旬);2015年04期

3 陳瑞;鄭毓煌;劉文靜;;中介效應(yīng)分析:原理、程序、Bootstrap方法及其應(yīng)用[J];營銷科學(xué)學(xué)報;2013年04期

4 方陽春;;包容型領(lǐng)導(dǎo)風(fēng)格對團隊績效的影響——基于員工自我效能感的中介作用[J];科研管理;2014年05期

5 王文彬;劉鳳軍;李輝;;互惠理論視角下企業(yè)社會責(zé)任行為對組織公民行為的影響研究[J];當(dāng)代經(jīng)濟管理;2012年11期

6 鄒文篪;田青;劉佳;;“投桃報李”——互惠理論的組織行為學(xué)研究述評[J];心理科學(xué)進展;2012年11期

7 馮嘯;陳小異;;一般自我效能感量表(NGSES)信、效度研究[J];牡丹江師范學(xué)院學(xué)報(哲學(xué)社會科學(xué)版);2012年04期

8 劉小平;;員工組織承諾的形成過程:內(nèi)部機制和外部影響——基于社會交換理論的實證研究[J];管理世界;2011年11期

9 李燦;辛玲;;調(diào)查問卷的信度與效度的評價方法研究[J];中國衛(wèi)生統(tǒng)計;2008年05期

10 徐莉;;教練型領(lǐng)導(dǎo)的行為及適用情境分析[J];中國青年政治學(xué)院學(xué)報;2008年02期

相關(guān)碩士學(xué)位論文 前2條

1 周淼;辱虐管理對員工工作績效的影響研究[D];吉林大學(xué);2011年

2 白京紅;企業(yè)教練與員工績效優(yōu)化研究[D];首都經(jīng)濟貿(mào)易大學(xué);2009年

，

本文編號：1972598