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论文编号：	11832
作者编号：	2120183009
上传时间：	2020/6/22 14:26:06
中文题目：	道德型领导对员工创造力的效应：中介机制和调节效应的探索
英文题目：	The Effect of Ethical Leadership on Employee Creativity: The Exploration of Mediating Mechanism and Moderating Effect
指导老师：	林伟鹏
中文关键字：	员工创造力；道德型领导；人际公平；组织自尊
英文关键字：	Employee Creativity；Ethical Leadership；Interpersonal Justice； Organizational Based Self-Esteem
中文摘要：	创造力是组织变革产品业务、组织架构等得以持续发展的重要动力来源。员工作为组织创造能力的微观基础，获得了大量关注。如何有效激发员工的创造力，如何使员工自愿为组织创造做出贡献，成为组织中的管理者着力解决的难题，也成为研究者们进行持续探索的现实推进力。道德型领导具有深厚的历史渊源，又密切呼应现实的需要，在组织中广泛存在。于是，如何在道德型领导风格的情境下激发员工创造力成为需要关注和研究的问题。因此，本文将对道德型领导如何激发员工创造力的机制进行探索，对人际公平和组织自尊这两个变量的中介作用、主管任职年限和员工工作年限这两个变量的调节作用进行探究，试图研究道德型领导对员工创造力的影响机制。本文以对大量相关研究文献的回顾和综述为基础，结合理论进行实证分析，探讨了道德型领导对员工创造力发挥的作用。本研究使用问卷调查法，对337名员工及其直接主管进行调研，进行了调研数据的收集与梳理，后使用SPSS25.0和MPLUS7.0统计软件对样本数据进行了实证分析和假设检验。研究结果表明：（1）道德型领导与人际公平和组织自尊二者之间均存在正相关关系。（2）人际公平和组织自尊这两个变量对员工创造力存在显著的正向影响。（3）人际公平在道德型领导与员工创造力二者作用关系之间存在显著的中间效应。（4）组织自尊在道德型领导与员工创造力二者作用之间中介效应显著。（5）主管任职年限显著正向调节道德型领导与组织自尊间的关系。（6）员工工作年限显著负向调节人际公平与员工创造力间的关系。本文研究了道德型领导对激发员工创造力的作用，着重探究了人际公平和组织自尊在这二者之间的中介机制，丰富了相关的理论知识体系。研究成果有助于补充组织行为学领域的理论知识，同时也为在管理实践中解决如何提升员工创造力的问题提供参考。
英文摘要：	Creativity is an important source of power for organizations to change product, business, organizational structure, etc in order to achieve sustainable development. As the micro-foundation of organizational creativity, employees have received a lot of attention. How to effectively stimulate the creativity of employees and how to make employees voluntarily contribute to the creation of the organization has become a difficult problem for managers in the organization to solve, and it has also become a realistic impetus for researchers to continue to explore. Ethical leadership has a deep historical origin, and it closely responds to the needs of reality. It exists widely in organizations. Therefore, how to stimulate employee creativity in the context of ethical leadership style has become a problem that needs attention and research. Therefore, this article will explore the mechanism of how ethical leadership stimulates employee creativity. And then this article will explore the mediating effect of interpersonal justice and organization based self-esteem, as well as the moderating effect of supervisors’ tenure and employees’ working years. All in all, this article will try to study the effect mechanisms of ethical leadership on employee creativity. This article is based on a review of a large number of related research literatures, combined with theoretical empirical analysis, and explores the effect of ethical leadership on employee creativity. In this study, a questionnaire survey was used to investigate 337 employees and their direct supervisors. The survey data was collected and combed, and then the SPSS25.0 and the MPLUS7.0 statistical software were used for empirical analysis and hypothesis testing of the sample data. The results show that: (1) There is a positive correlation between the ethical leadership and the interpersonal justice as well as the organizational based self-esteem. (2) The two variables of the interpersonal justice and the organizational based self-esteem also have a significant positive effect on the employee creativity. (3) The interpersonal justice has a significant mediating effect between the ethical leadership and the employee creativity. (4) The mediating effect of the organizational based self-esteem between the ethical leadership and the employee creativity is significant. (5) The number of years in charge of the supervisor significantly positively moderates the relationship between the ethical leadership and the employee creativity.(6) The working life of employees significantly negatively moderates the relationship between the interpersonal justice and the employee creativity. This study explores the effect of ethical leadership in inspiring employees’ creativity, focusing on the mediating mechanism between the interpersonal justice and organizational based self-esteem, and enriches the relevant theoretical knowledge system. The research results help to supplement theoretical knowledge in the field of organizational behavior, and also provide a reference for solving the problem of how to improve employee creativity in management practice.
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