With losses worth billions of dollars,practitioners and academics mutually assert the need to recognize employee engagement as a major global concern for businesses and economies.Gallup and other surveys findings also propose that stakeholder-focused,employee-centered and fairness-laden leadership practices potentially yield employee engagement,while authoritarian and shareholder-focused practices are sources of perceived unfairness and disengagement.Despite that,recent reviews in the micro-CSR ... 

【文章來源】：廈門大學(xué)福建省 211工程院校 985工程院校 教育部直屬院校

【文章頁數(shù)】：209 頁

【學(xué)位級別】：博士

【文章目錄】：
Dedication
Acknowledgements
Abstract
Glossary of Abbreviations
CHAPTER 1:INTRODUCTION
    1.1 Study Background
    1.2 Problem Statement
    1.3 Theoretical Gaps
    1.4 Study Purpose
    1.5 Research Questions
    1.6 Definition of Key Terms
    1.7 Conceptual Framework
    1.8 Procedures
    1.9 Contributions of the Study
    1.10 Limitations of the Study
    1.11 Thesis Structure
CHAPTER 2: LITERATURE REVIEW
    2.1 Employee Engagement: Previous studies on Antecedents, Mediators and Outcomes
    2.2 Leadership Values
    2.3 Leadership Theory: Theoretical Developments
        2.3.1 The Trait Theory
        2.3.2 Skills and Competencies Perspective
        2.3.3 The Behavior Approach
        2.3.4 Contingency Theories
        2.3.5 The Decision Approach
        2.3.6 Path Goal Theory
        2.3.7 Leader-member Exchange Theory (LMX)
        2.3.8 Situational Leadership Theory
        2.3.9 Leadership Style Theories
    2.4 Leadership Fairness: A Retrospective
    2.5 Fairness Dimensions
        2.5.1 Distributive Fairness
        2.5.2 Procedural Fairness
        2.5.3 Interactional Fairness
    2.6 Overall Fairness: An Emerging Perspective
    2.7 Cross-Cultural Leadership and Fairness: A Theoretical Perspective
        2.7.1 CLT Theory and GLOBE Project
        2.7.2 Anglo and Confucians: The GLOBE's Perspective
        2.7.3 Chinese and Western Leadership: Similarities and Differences
        2.7.4 Cross-Cultural Fairness Research: Significance and Contributions
CHAPTER 3: HYPOTHESES DEVELOPMENT
    3.1 Employee Disengagement
        3.1.1 Shareholder Values, Autocratic Leadership and Employee Disengagement
        3.1.2 Shareholder Values, Transactional Leadership and EmployeeDisengagement
        3.1.3 Overall Fairness, Autocratic and Transactional Leadership, and EmployeeExtra Effort
    3.2 Employee Engagement
        3.2.1 Stakeholder/CSR Values, Visionary Leadership, and Employee Engagement
        3.2.2 Stakeholder/CSR Values, Servant Leadership and Employee Engagement
        3.2.3 Overall Fairness, Visionary and Senvant Leadership, and Employee ExtraEffort
    3.3 Cross-cultural Interpretation of the Theoretical Models
CHAPTER 4: METHODOLOGY
    4.1 Research Philosophy
    4.2 Research Design
        4.2.1 Quantitative Approach
        4.2.2 Survey Design
        4.2.3 Time Horizon
    4.3 Data Collection Strategy
        4.3.1 Sampling
        4.3.2 Measures
    4.4 Statistical Analysis
    4.5 Ethical Considerations
    4.6 Technical Competence
    4.7 Respondents Rights
CHAPTER 5: RESULTS AND FINDINGS
    5.1 Summary of Results: Employee Disengagement
        5.1.1 Construct Reliability, Validity and Descriptive Statistics
        5.1.2 CFA and Model Goodness Indicators
        5.1.3 Post hoc Analyses
        5.1.4 Hypotheses Testing
        5.1.5 Slope Difference Testing
        5.1.6 Cross-cultural Differences
    5.2 Summary of Results: Employee Engagement
        5.2.1 Construct Reliability, Validity and Descriptive Statistics
        5.2.2 CFA and Model Goodness Indicators
        5.2.3 Post hoc Analyses
        5.2.4 Hypothesis Testing
        5.2.5 Slope Difference Testing
        5.2.6 Cross-cultural Differences
CHAPTER 6: DISCUSSION
CHAPTER 7: IMPLICATIONS
CHAPTEH 8: CONCLUSION
REFERENCES AND BIBILIOGRAPHY
APPENDICES


【參考文獻】：
期刊論文
[1]中國領(lǐng)導(dǎo)力本土化發(fā)展研究:現(xiàn)狀分析與建議[J]. 曹仰鋒,李平.  管理學(xué)報. 2010(11)



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