联系我们

论文查询结果	返回搜索

论文编号：	13959
作者编号：	2120213354
上传时间：	2023/6/6 23:38:44
中文题目：	数字领导力对员工自我领导行为的影响机制——基于信息透明度的中介作用
英文题目：	The Influence Mechanism of Digital Leadership on Employees'' Self-leadership Behavior: The Mediating Role of Information Transparency
指导老师：	刘俊振
中文关键字：	数字化转型；数字领导力；自我领导；信息透明度；授权氛围
英文关键字：	Digital Transformation; Digital Leadership; Self-Leadership; Information Transparency; Empowerment Climate
中文摘要：	随着数字技术的迅速发展，全球已进入数字经济时代，为了更好地应对数字化浪潮的冲击、实现生存和发展，数字化转型是企业的必经之路。企业必须适应数字技术带来的新变革，如数字化的工作场景和工作方式，应对更加多变的业务调整和员工诉求，以新的管理方式和理念应对数字时代的新管理挑战，以更加灵活的方式保持企业竞争力。数字经济的不确定性、复杂性、波动性和模糊性(VUCA)对企业的管理者提出了更高的要求，数字领导力、数据思维等成为了应对数字化挑战的新研究方向。随着数字技术条件的成熟和扁平化管理和授权的广泛应用，以及新生代员工观念的转变，员工自我领导成为了提升员工和组织绩效的新出路。数字领导力在技术应用和数据观念上的支持和赋能，信息透明度的广度和深度在数字技术背景下的丰富和发展，以及员工自我领导所能带给组织更加微观的活力和灵活性，构成了本研究的切入点。 本研究的研究对象是企业的知识型员工，采用领导行为理论、领导-成员交换理论、社会认知理论和信任理论为基础，构建了数字领导力、信息透明度和员工自我领导的研究框架和研究假设，旨在通过实证研究探讨新数字化领导场景下，领导者如何保持其领导力效用，数字技术所带来的新信息透明度如何影响员工的自我管理和自我领导，并探究授权氛围在其中所起的调节作用。研究发现，数字领导力对员工自我领导有积极的影响，信息透明度在数字领导力和员工自我领导行为间发挥中介作用，授权氛围在直接影响和间接影响中都起到了正向的调节作用。员工的自我领导表面上减少了管理，实际上需要更加有效的领导力和更加透明的领导过程。此外，研究也强调，仍需要保持对信息安全和员工隐私等问题的关注，在企业管理中对数字技术的使用仍需谨慎，避免短期内通过数字技术提升效益但埋下长远的管理隐患。 本研究创新地构建了数字领导力、信息透明度和员工自我领导的关系模型，运用最新前沿理论和扎实的实证研究来回应数字时代新的管理问题，为数字化时代的企业管理提供新的灵感和启发。
英文摘要：	In light of the swift development of digital technology, the world has now entered an epoch of digital economy, and digital transformation has become an imperative course for the survival and growth of enterprises. Under the impact of the digital tide, companies must acclimate to the new changes brought forth by digital technology, such as digitized work scenes and methods, and adapt to a variety of business adjustments and employee demands, to cope with novel management challenges in the digital age by employing new management methodologies and ideas that foster a more flexible approach to sustaining competitiveness. The Volatility, Uncertainty, Complexity and Ambiguity (VUCA) of the digital economy have raised the bar for enterprise managers, with digital leadership and data thinking emerging as novel research directions aimed at addressing digital challenges. With the maturation of digital technology and the widespread application of flat management and authorization, coupled with the shift in attitudes of the new generation of employees, self-leadership has become a new path to enhancing employee and organizational performance. The support and empowerment of digital leadership in technology applications and data concepts, the breadth and depth of information transparency in the rich and developed context of digital technology, and the micro vitality and flexibility that employee self-leadership can bring to organizations, constitute the starting point of this study. The object of this study is knowledgeable employees in enterprises. Building upon leadership behavior theory, leader-member exchange theory, social cognition theory and trust theory, this study has constructed a research framework and hypotheses that investigate digital leadership, information transparency, and self-leadership by employees. The aim is to explore, through empirical research, how leaders can uphold their leadership effectiveness in new digital leadership scenarios, how the new information transparency brought about by digital technology affects employees' self-management and self-leadership, and to investigate the moderating role of an authorized atmosphere in this process. The study has found that digital leadership has a positive impact on employee self-leadership, while information transparency mediates the relationship between digital leadership and employee self-leadership behavior. In addition, the empowerment climate has played a positive regulatory role in both direct and indirect influences.On the surface, employee self-leadership reduces the need for management, but it actually requires more effective leadership and a more transparent leadership process. Additionally, attention should be paid to information security and privacy issues, and the use of digital technology should be approached cautiously to avoid long-term management risks despite short-term gains. This study has innovatively constructed a relationship model between digital leadership, information transparency, and employee self-leadership, and responded to new management challenges in the digital era using cutting-edge theories and solid empirical research, providing new inspiration and enlightenment for enterprise management in the digital age.
查看全文：	预览  下载(下载需要进行登录)