本文關鍵詞： 共享型領導 團隊創(chuàng)造力 個體創(chuàng)造力 團隊績效　出處：《華中科技大學》2016年博士論文　論文類型：學位論文

【摘要】：知識經(jīng)濟時代,組織所處環(huán)境的復雜性和多變性日益增強。一方面,組織管理結(jié)構(gòu)的扁平化,使得以團隊為基礎的管理模式成為組織發(fā)展的核心。另一方面,勞動力本質(zhì)和欲望的變化,也使得員工對自身工作角色的期望越來越多元化,他們希望可以體驗到更多樣化的工作角色。面對這些壓力,傳統(tǒng)自上而下的、單一的正式領導模式已經(jīng)無法很好地應對組織內(nèi)部產(chǎn)生的大量信息,并對其進行及時地處理、加工與傳遞,更無法對組織中的各類議題做出迅速而準確的決策。在這種情況下,共享型領導這一由員工主動參與、自主管理并相互領導的自下而上的非正式集體領導模式對提升團隊產(chǎn)出和個體員工產(chǎn)出起著至關重要的作用。本論文以中國企業(yè)員工為樣本,采用實證研究方法探討了共享型領導這一非正式集體領導力對團隊產(chǎn)出和個體產(chǎn)出的影響及其作用機制,不僅拓展與豐富了現(xiàn)有共享型領導的理論研究,彌補了以往研究的缺陷與不足,還為組織進行團隊管理與提升團隊和個體效率提供了有價值的管理啟示。本論文首先對以往共享型領導的研究文獻進行了回顧與總結(jié),共包括四個部分。第一部分梳理了共享型領導的概念內(nèi)涵、測量方法及其形成的理論基礎；第二部分總結(jié)了共享型領導的前因變量；第三部分對共享型領導的作用效果進行了歸納：第四部分對共享型領導的中介機制和調(diào)節(jié)機制進行了整理。此外,在對已有共享型領導文獻總結(jié)與歸納的基礎上,指出了以往研究存在的不足及局限性,提煉出了本論文的主要研究內(nèi)容。以往大部分研究只探討了共享型領導對團隊績效這一遠端產(chǎn)出的影響,而缺乏對團隊近端行為變量的影響研究。這不僅阻礙了對共享型領導為什么會提高團隊產(chǎn)出的認知,更限制了對共享型領導在團隊內(nèi)部所激發(fā)的一系列積極團隊產(chǎn)出的全面認識。研究一考察了共享型領導對團隊創(chuàng)造力這一近端團隊行為的影響,以及團隊信息交換和團隊激情氛圍的中介作用,與環(huán)境不確定性的調(diào)節(jié)作用。通過對79個工作團隊286名團隊成員配對數(shù)據(jù)的實證分析,研究結(jié)果表明：共享型領導通過團隊信息交換這一認知性的中介機制對團隊創(chuàng)造力的影響不顯著；共享型領導通過團隊激情氛圍這一情感性的中介機制對團隊創(chuàng)造力的影響顯著；環(huán)境不確定性會顯著地調(diào)節(jié)共享型領導與團隊激情氛圍之間的關系,環(huán)境不確定性越高,共享型領導對團隊激情氛圍的積極作用越顯著；環(huán)境不確定性會顯著地調(diào)節(jié)共享型領導通過團隊激情氛圍對團隊創(chuàng)造力的間接作用,環(huán)境不確定性越高,這一間接作用越顯著。由于共享型領導源于個體團隊成員之間的社會交互,故而其在對團隊創(chuàng)造力這一團隊產(chǎn)出產(chǎn)生影響的同時,也會影響個體成員自身的創(chuàng)造力水平。遺憾的是,鮮有研究同時探討共享型領導與個體產(chǎn)出和團隊產(chǎn)出之問的關系。在此基礎上,研究二考察了共享型領導對個體創(chuàng)造力的跨層次影響與作用機制,以及個體創(chuàng)造力與團隊創(chuàng)造力之間的關系和如何將個體創(chuàng)造力有效地轉(zhuǎn)換為團隊創(chuàng)造力。通過對64個工作團隊和251名團隊成員配對數(shù)據(jù)的實證分析,研究結(jié)果表明：個體角色寬度自我效能會中介共享型領導與個體創(chuàng)造力之間的關系；個體創(chuàng)造力均值會中介共享型領導與團隊創(chuàng)造力之間的關系；個體導向的變革型領導會顯著調(diào)節(jié)共享型領導與個體角色寬度自我效能之間的積極關系；個體導向的變革型領導水平越高,共享型領導對個體角色寬度自我效能的積極作用越強；個體導向的變革型領導會顯著調(diào)節(jié)共享型領導與個體創(chuàng)造力均值之間的關系,個體導向的變革型領導水平越高,共享型領導對個體創(chuàng)造力均值的積極作用越強；團隊導向的變革型領導會顯著調(diào)節(jié)個體創(chuàng)造力均值與團隊創(chuàng)造力之間的關系,團隊導向的變革型領導水平越高,個體創(chuàng)造力越容易被轉(zhuǎn)化為團隊創(chuàng)造力。盡管現(xiàn)有大部分研究都探討了共享型領導與團隊績效之間的關系,但并沒有一致的研究結(jié)論。研究發(fā)現(xiàn)共享型領導既可以促進團隊績效,也可以抑制團隊績效,那么究竟在什么條件下共享型領導會對團隊績效產(chǎn)生這樣的“雙刃劍”效應卻鮮有研究涉及。研究三考察了共享型領導對團隊績效產(chǎn)生差異化影響的作用機制。通過對64個工作團隊和252名團隊成員配對數(shù)據(jù)的實證分析,研究結(jié)果表明：領導角色配置、團隊監(jiān)控和團隊成員合作導向會分別顯著地調(diào)節(jié)共享型領導與團隊績效之間的關系,即當領導力在團隊成員之間分布地比較均等時,團隊監(jiān)控水平和團隊成員合作導向水平越高,共享型領導對團隊績效的積極作用越顯著；反之,共享型領導對團隊績效的正向影響不顯著,甚至為負。最后,本論文對三個子研究的研究結(jié)論進行了歸納與總結(jié),并提出了本論文的局限性和不足,以及未來值得進一步拓展的研究方向。
[Abstract]:The era of knowledge economy, the organizational environment of increasing complexity and variability. On the one hand, the flattening of the organizational management structure, which is based on team management model has become the core of organizational development. On the other hand, the change of labor nature and desire, but also makes more and expect employees to own work roles more diversified. They want to be able to experience more diverse roles. Facing these pressures, the traditional top-down, formal leadership single mode has been unable to cope well with large numbers of information generated, the timely processing, processing and transmission, but also unable to make all kinds of issues in the organization quickly and accurately. The decision. In this case, the shared leadership by the staff to participate in the initiative, independent management and leadership are bottom-up informal collective leadership model to enhance the team output and The individual output plays a vital role. In this paper, Chinese employees as samples, using empirical research methods to explore the influence of shared leadership in this informal collective leadership team output and individual output and its mechanism of action, not only broaden and enrich the theory of leadership for sharing, and disadvantages of previous studies the defect, also provides some valuable managerial implications for the organization of team management and enhance team and individual efficiency. This paper first reviewed and summarized the previous research literature sharing leadership, consists of four parts. The first part reviews the connotation of the concept of shared leadership, theory of measurement method and its formation; the second part summarizes the antecedents of shared leadership; the third part summarizes the effect of shared leadership: the fourth part of the total The intermediary and the mechanism of shared leadership adjustment mechanism is carried out. In addition, in the shared leadership foundation and summarizes the existing literature, points out the existing shortcomings and limitations of previous studies, summarizes the main contents of this thesis. Most of the previous studies only discuss the effect of shared leadership on team performance a remote output, and the lack of team proximal behavioral variables. This not only hindered the shared leadership why improve team output cognition, limiting the overall understanding of a series of positive output team shared leadership inspired within the team. The study investigated the shared leadership of the team the proximal creative team behavior influence, as well as the mediating role of information exchange and passion team team atmosphere, and the moderating effect of environmental uncertainty. Based on the work of the 79 team 286 Team members paired with empirical data, the results show that the impact of shared leadership exchange this cognitive intermediary mechanism through team information on team creativity is not significant; the shared leadership team through the intermediary mechanism of this exciting atmosphere of emotion on a team made significant impact force; environmental uncertainty significantly adjust the relationship between shared leadership and passion of team atmosphere, environmental uncertainty is high, the positive role of shared leadership on team passion atmosphere more significant; environmental uncertainty will significantly adjust the shared leadership team through passion atmosphere indirect effect on team creativity, environmental uncertainty is high, the indirect effect is more significant because of the shared leadership in between the individual team members of social interaction, so its impact on team creativity in this team output When will affect individual members of their own level of creativity. Unfortunately, few studies on the shared leadership and individual output and the relationship between team output. On this basis, research two investigated the effect of cross level sharing and leadership on individual creativity influence mechanism, and the relationship between individual creativity and team creativity and how individual creativity effectively converted to team creativity. Through the analysis of empirical data of 64 paired teams and 251 team members, the results of the study show that: the individual role breadth self-efficacy will mediating the relationship between shared leadership and individual creativity; individual creativity will mean the relationship between shared leadership and intermediary team creativity; individual oriented transformational leadership can significantly regulate the sharing of positive relationship between leadership and individual role breadth self-efficacy Individual oriented transformational leadership; the higher the level of shared leadership of the individual role of positive effect of self efficacy width is stronger; individual oriented transformational leadership will significantly adjust the relationship between shared leadership and individual creativity mean, transformational leadership level of individual oriented higher, stronger positive effect shared leadership on individual creativity mean; team oriented transformational leadership will significantly adjust the relationship between mean individual creativity and team creativity, team oriented transformational leadership level is higher, individual creativity more easily be transformed into team creativity. Although most of the existing studies have explored the relationship between shared leadership and team performance, but there is no consistent conclusion study found that the shared leadership can promote team performance, team performance can be suppressed, so under what conditions Under the shared leadership on team performance will have such a "double-edged sword" effect is rarely studied. To study three examines the sharing mechanism of leadership bring different influence on team performance. Through the analysis of empirical data of 64 paired teams and 252 team members, the results of the study show that: the leading role configuration. The monitoring team and team members will significantly adjust the cooperation oriented relationship between shared leadership and team performance, when the distribution of equal leadership among team members, team and team members work together to monitor the level orientation level is higher, the positive role of shared leadership on team performance is more significant; on the other hand, sharing positive influence of leadership on team performance is not significant, or even negative. Finally, the conclusion of study on three study in this thesis are summarized, and put forward in this paper Limitations and shortcomings, as well as future research direction should be further expanded.

【學位授予單位】：華中科技大學
【學位級別】：博士
【學位授予年份】：2016
【分類號】：F272.92
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本文編號：1463433