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论文编号：	14653
作者编号：	2120223683
上传时间：	2024/6/5 17:02:05
中文题目：	团队服务型领导、个人 团队匹配感与工作幸福感的关系研究
英文题目：	Research on the Relationship among Team Servant Leadership, Person-Team Fit and Job Well-Being
指导老师：	崔连广
中文关键字：	团队服务型领导；工作幸福感；团队氛围；个人 -团队匹配感；个人 -环境匹配理论
英文关键字：	Team servant leadership; Job well-being; Team climate; Personal-team fit; Personal-environment fit theory
中文摘要：	随经济高速发展和生产力快速迭代，多种社会调查发现员工职业倦怠率激增、心理健康与幸福水平急剧下降，工作幸福感的诉求逐渐显现；新时代员工关注自己的成长发展需求，期待加入有更关注员工的领导、价值观更匹配的团队以满足发展和幸福的双重需要。因此企业应当重视员工匹配发展诉求，减少员工倦怠、提升工作幸福感，培养团队领导服务意识，提高凝聚力，因而不断前进。 本研究基于个人-环境匹配和自我决定理论，构建了以团队服务型领导为自变量，个人-团队匹配感即一致性匹配和互补性匹配为中介变量、团队氛围为调节变量、工作幸福感为因变量的研究模型。通过实证研究，探究员工个体在团队服务型领导的带领下，是否会提高工作幸福感？同时，当团队领导越倾向于团队服务型领导风格，身处于团队中的员工是否更能感知到与团队其他成员的一致性和互补性匹配？当对个人-团队匹配感有更多感知后，是否会诱发更多的工作幸福感？团队氛围是否在团队服务型领导和个人-团队匹配感中间起到调节作用？ 本文通过问卷调查收集189份有效数据，利用SPSS和Amos进行实证分析。关键结果为：（1）团队服务型领导显著促进工作幸福感产生；（2）团队服务型领导显著提升个人-团队匹配感的一致性匹配和互补性匹配程度；（3）一致性和互补性匹配均可正向激发工作幸福感；（4）团队服务型领导既直接作用工作幸福感，也可通过一致性或互补性匹配诱发，即两种匹配不完全中介于团队服务型领导对工作幸福感的正向影响路径；（5）团队氛围有且仅在团队服务型领导作用互补性匹配中有显著调节，而在其与一致性匹配的路径中不发挥显著调节作用。 基于如上结论，本文从员工、领导、团队和社会四个视角提出管理建议。员工个体应将正视自身条件与发挥内在驱动力结合起来，主动寻找适配自己的领导和团队；领导可向团队服务型转变，关心和包容员工，重视员工发展，加强情感建设；团队成员内积极沟通，互相了解，探索适配所处团队的工作模式；社会应带动企业，将其视角聚焦到团队甚至员工个体，推出具有人文关怀的方针政策。
英文摘要：	With the rapid development of social economy and the rapid iteration of productivity,many social survey have found that the rate of job burnout has increased sharply in recent years, the level of mental health and happiness has dropped sharply, and the demand for job well-being has gradually emerged. Employees who live in the new era are more concerned about their own needs for growth and development. They expect to join a more focused staff leadership, values more matching the team to meet the development and happiness of the dual needs. Therefore, enterprises should pay attention to the demand of employee matching development, reduce employee burnout, enhance job happiness, cultivate team leadership service awareness, improve cohesion, and so on. Based on the theory of person-environment fit and self-determination theory, this thesis constructed a model included an independent variable called team servant leadership, a mediator variable called person-team fit consisting of supplementary and complementary person-team fit, a moderator variable called team climate and a dependent variable called job well-being. Through empirical research, this thesis explores whether employees under the leadership of team servant leadership can improve job well-being? At the same time, when the team leader is more inclined to team servant leadership style, are the employees in the team more aware of the supplementary and complementarity with other team members? Does having more sense of person-team fit lead to more job well-being? Does team climate play a moderating role between team servant leadership and person-team fit? In this thesis, 189 valid questionnaire samples were collected and analyzed by SPSS and Amos, which includes direct effect, mediating effect and moderating effect. The key results are as follows: (1) team servant leadership can significantly promote the production of job well-being; (2) team servant leadership can significantly improve the person-team fit of supplementary and complementarity matching; (3) the supplementary and complementary fit of person-team fit can significantly stimulate the employee's job well-being; (4) the team-servant leader not only can directly affect the job well-being, but also can be induced by supplementary matching or complementary matching, which means both components of person-team fit play an incomplete mediating role in the positive influence path of team servant leadership on job well-being; (5) team climate only had a significant moderating effect on the role of team servant leadership in complementary fit, but did not play a significant moderating effect on the path of supplementary fit. Based on the above conclusions, this article makes four management recommendations from the staff, leadership, team and social perspectives. Employees should combine facing their own conditions and exerting their inner driving force, actively looking for their own matching leaders and teams. Leaders can transform into team-servant, encourage and accommodate employees, attach importance to employee development, strengthen the construction of emotion. Members should communicate actively among team, get to know each other, explore the working mode which is suitable for the team you work. The society should drive the enterprise to focus on the team and even the individual employees, and formulate the policy with humanistic care.
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