【摘要】：家長(zhǎng)式領(lǐng)導(dǎo)方式作為極具中國(guó)文化色彩的領(lǐng)導(dǎo)方式,近年來一直是學(xué)者們研究的重點(diǎn)。在有關(guān)家長(zhǎng)式領(lǐng)導(dǎo)對(duì)員工效能、滿意度等方面的研究中,學(xué)者們從多個(gè)角度研究家長(zhǎng)式領(lǐng)導(dǎo)的效用,這方面的成果也很豐富。同時(shí),隨著領(lǐng)導(dǎo)理論研究的不斷豐富與發(fā)展,學(xué)者們發(fā)現(xiàn)研究領(lǐng)導(dǎo)理論的視角過于單一化,學(xué)者們又從追隨者的視角將領(lǐng)導(dǎo)-追隨作為一體進(jìn)行研究�，F(xiàn)實(shí)角度看,將領(lǐng)導(dǎo)-追隨作為整體研究,有利于完善領(lǐng)導(dǎo)理論�；谝延械难芯�,本文嘗試將家長(zhǎng)式領(lǐng)導(dǎo)與90后員工追隨力放入一個(gè)模型中,并試圖以心理授權(quán)作為作用機(jī)制,構(gòu)建三者的關(guān)系模型。為了更好地測(cè)量研究的三個(gè)變量,在選擇量表時(shí),以信度好、效度優(yōu)為標(biāo)準(zhǔn),選擇合適的成熟量表,結(jié)合研究的具體內(nèi)容設(shè)計(jì)調(diào)查問卷。筆者對(duì)來自不同行業(yè),從事不同工作的300名90后就業(yè)群體進(jìn)行了問卷調(diào)研。將得到的數(shù)據(jù)用SPSS19.0做初步分析,再運(yùn)用AMOS22.0深入分析數(shù)據(jù),驗(yàn)證假設(shè)是否成立。結(jié)合分析的結(jié)果,做出以下的結(jié)論:(1)總體上看,90后員工追隨力及其各個(gè)維度受家長(zhǎng)式領(lǐng)導(dǎo)的影響是顯著的。但家長(zhǎng)式領(lǐng)導(dǎo)的不同維度對(duì)追隨力的影響有差異。其中,家長(zhǎng)式領(lǐng)導(dǎo)對(duì)90后員工追隨力的影響主要來自于仁慈領(lǐng)導(dǎo)和權(quán)威領(lǐng)導(dǎo),德行領(lǐng)導(dǎo)對(duì)追隨力的影響主要體現(xiàn)在尊敬學(xué)習(xí)和權(quán)威維護(hù)上。(2)在家長(zhǎng)式領(lǐng)導(dǎo)及其各個(gè)維度對(duì)90后員工追隨力的影響關(guān)系中,心理授權(quán)的部分中介效應(yīng)是顯著的。中介效應(yīng)主要體現(xiàn)在權(quán)威領(lǐng)導(dǎo)對(duì)90后員工追隨力,仁慈領(lǐng)導(dǎo)對(duì)90后員工追隨力的關(guān)系中。在德行領(lǐng)導(dǎo)對(duì)90后員工追隨力的影響關(guān)系中,并沒有顯著的體現(xiàn)。
[Abstract]:Paternalistic leadership, as a very Chinese cultural leadership, has been the focus of scholars in recent years. In the research on employee effectiveness and satisfaction of parental leadership, scholars study the utility of parental leadership from many angles, and the results in this area are also very rich. At the same time, with the continuous enrichment and development of leadership theory research, scholars find that the perspective of leadership theory is too single, and scholars study leadership-follow as one from the perspective of followers. From a practical point of view, it is helpful to improve the leadership theory by taking leadership-following as a whole. Based on the existing research, this paper attempts to put paternalistic leadership and post-90s employee follow-up into a model, and tries to use psychological authorization as the mechanism to construct the relationship model of the three. In order to better measure the three variables of the study, the questionnaire was designed according to the criteria of good reliability and high validity, and the appropriate mature scale was selected according to the specific content of the study. A questionnaire survey was conducted among 300 post-90s employment groups from different industries and different jobs. The obtained data are analyzed with SPSS19.0, and then the data are analyzed deeply by AMOS22.0 to verify whether the hypothesis is valid or not. Combined with the results of the analysis, the following conclusions are drawn: (1) generally speaking, the follow-up power of post-90s employees and its various dimensions are significantly affected by parental leadership. However, the influence of different dimensions of parental leadership on follow-up power is different. Among them, the influence of parental leadership on the follow-up power of post-90s employees mainly comes from benevolent leadership and authoritative leadership, and the influence of moral leadership on follow-up power is mainly reflected in respect learning and authority maintenance. (2) in the relationship between paternalistic leadership and its various dimensions on the follow-up power of post-90s employees, part of the intermediary effect of psychological authorization is significant. The intermediary effect is mainly reflected in the follow-up power of authoritative leaders to post-90s employees and the relationship between benevolent leaders and post-90s employees. The influence of moral leadership on the follow-up power of post-90s employees is not significantly reflected.
【學(xué)位授予單位】：貴州財(cái)經(jīng)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

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 李浩瀾;宋繼文;周文杰;;中國(guó)文化背景下變革型領(lǐng)導(dǎo)風(fēng)格對(duì)員工追隨力的作用機(jī)制[J];中國(guó)人力資源開發(fā);2015年15期

2 周文杰;宋繼文;李浩瀾;;中國(guó)情境下追隨力的內(nèi)涵、結(jié)構(gòu)與測(cè)量[J];管理學(xué)報(bào);2015年03期

3 彭劍鋒;;從二十個(gè)關(guān)鍵詞全方位看人力資源發(fā)展大勢(shì)[J];中國(guó)人力資源開發(fā);2015年02期

4 劉景江;鄒慧敏;;變革型領(lǐng)導(dǎo)和心理授權(quán)對(duì)員工創(chuàng)造力的影響[J];科研管理;2013年03期

5 曹元坤;許晟;;部屬追隨力:概念界定與量表開發(fā)[J];當(dāng)代財(cái)經(jīng);2013年03期

6 李錫元;李泓錦;;90后員工管理體系的構(gòu)建——基于組織社會(huì)化策略視角[J];中國(guó)人力資源開發(fā);2012年12期

7 段錦云;;家長(zhǎng)式領(lǐng)導(dǎo)對(duì)員工建言行為的影響:心理安全感的中介機(jī)制[J];管理評(píng)論;2012年10期

8 鄧志華;陳維政;黃麗;胡冬梅;;服務(wù)型領(lǐng)導(dǎo)與家長(zhǎng)式領(lǐng)導(dǎo)對(duì)員工態(tài)度和行為影響的比較研究[J];經(jīng)濟(jì)與管理研究;2012年07期

9 傅曉;李憶;司有和;;家長(zhǎng)式領(lǐng)導(dǎo)對(duì)創(chuàng)新的影響:一個(gè)整合模型[J];南開管理評(píng)論;2012年02期

10 陳浩;;領(lǐng)導(dǎo)方式對(duì)員工心理所有權(quán)的影響研究[J];技術(shù)經(jīng)濟(jì)與管理研究;2011年11期

相關(guān)博士學(xué)位論文 前2條

1 景保峰;家長(zhǎng)式領(lǐng)導(dǎo)對(duì)員工建言行為影響的實(shí)證研究[D];華南理工大學(xué);2012年

2 孫利平;企業(yè)組織德行領(lǐng)導(dǎo)的內(nèi)容結(jié)構(gòu)及其相關(guān)研究[D];暨南大學(xué);2008年

相關(guān)碩士學(xué)位論文 前10條

1 閆京京;基于追隨者行為模式的家長(zhǎng)式領(lǐng)導(dǎo)效能研究[D];首都經(jīng)濟(jì)貿(mào)易大學(xué);2015年

2 程敏;家長(zhǎng)式領(lǐng)導(dǎo)對(duì)員工追隨和績(jī)效的影響：人際公平的調(diào)節(jié)作用[D];浙江大學(xué);2015年

3 陳亮;家長(zhǎng)式領(lǐng)導(dǎo)對(duì)員工變革準(zhǔn)備及支持行為的影響[D];浙江大學(xué);2014年

4 邱錦;家長(zhǎng)式領(lǐng)導(dǎo)、心理授權(quán)與組織承諾的關(guān)系研究[D];大連理工大學(xué);2013年

5 劉曉燕;家長(zhǎng)式領(lǐng)導(dǎo)與員工建言行為的關(guān)系研究[D];安徽大學(xué);2012年

6 曾穎;家長(zhǎng)式領(lǐng)導(dǎo)、員工間知識(shí)共享、企業(yè)創(chuàng)新績(jī)效關(guān)系的實(shí)證研究[D];西南財(cái)經(jīng)大學(xué);2012年

7 張丹丹;領(lǐng)導(dǎo)-成員交換、心理授權(quán)與組織承諾關(guān)系的實(shí)證研究[D];哈爾濱工業(yè)大學(xué);2011年

8 宋崎;家長(zhǎng)式領(lǐng)導(dǎo)對(duì)員工績(jī)效影響的實(shí)證分析[D];上海交通大學(xué);2011年

9 林立;以心理授權(quán)為中介的領(lǐng)導(dǎo)風(fēng)格與員工創(chuàng)新行為關(guān)系研究：以Z公司為例[D];浙江大學(xué);2011年

10 原濤;追隨特質(zhì)模型及追隨動(dòng)機(jī)與相關(guān)變量的關(guān)系研究[D];暨南大學(xué);2011年

，

本文編號(hào)：2507899