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论文编号：	3321
作者编号：	2120092453
上传时间：	2011/6/7 21:40:25
中文题目：	领导风格对员工建言行为的影响研究
英文题目：	Research on the impact of leadership style on employees’ voice behavior
指导老师：	崔勋
中文关键字：	建言行为；领导风格；心理授权；交换意识
英文关键字：	voice behavior；leadership style；psychological empowerment；exchange ideology
中文摘要：	日益激烈的全球竞争、日新月异的技术革新和动态多变的商业环境对组织的适应性和灵活性提出了新的要求。组织要想保持持续的竞争力，就必须在变化与发展中及时调整不合时宜的规章制度，不断探索发展新思路和进行创新。在这过程中，单纯依靠管理层的智慧显然已无法解决组织所面临的所有问题，越来越多的组织开始意识到员工积极主动地提出建设性意见的重要性。 建言行为（voice behavior）是组织中的成员为了改进工作流程、改善组织现状或减少决策失误等，而主动向上级领导或同事提出建设性建议或指出问题的一种变革导向的角色外行为。员工的建言行为可以分为促进性建言行为和抑制性建言行为两个维度。促进性建言行为是指个体主动提出改善工作或组织运作的新思路或新想法，为组织的发展提供创新性的建议；抑制性建言行为则是指个体大胆指出工作实践中存在的问题，从而减弱那些阻碍组织效率的负面因素。建言行为中包含的态度比较复杂、微妙，这就造成了员工在参与建言时动机上的模糊和行为上的被动和不足。 领导风格是影响员工建言行为的关键因素。一方面，领导是主要的建言对象，另一方面领导控制着组织中的奖赏权和资源分配，是组织文化和建言氛围的塑造者。目前国内外文献均有涉及领导特征对建言行为影响，但对领导风格与建言行为之间的关系尚没有系统的研究。因此，本研究以员工建言行为为核心变量，基于激励理论、社会交换理论等构建了本研究的研究框架，探索性研究了变革型领导、交易型领导和放任型领导对员工建言行为及其两个维度的影响，并验证了心理授权的中介作用和交换意识的调节作用。 本研究得出的主要结论有： 第一，我国企业员工的建言行为存在促进性建言行为和抑制性建言行为两个维度。人口统计学变量，如性别、年龄、学历、工作年限、企业类别等对建言行为及其两个维度均没有显著影响，职位级别对建言行为及其两个维度存在显著影响。 第二，变革型领导与员工的建言行为正相关。变革型领导与促进性建言行为正相关，其中感召力、智力激发和个性化关怀均与促进性建言行为存在显著正相关关系，而领导魅力则与促进性建言行为不相关；变革型领导及其各维度与抑制性建言行为均不存在显著相关关系。 第三，交易型领导与员工的建言行为正相关。交易型领导与促进性建言正相关，其中权变奖励与促进性建言行为存在显著的正相关关系，例外管理与促进性建言行为不相关；交易型领导与抑制型建言行为没有显著相关关系，但是例外管理与抑制性建言行为存在显著正相关关系。 第四，放任型领导与员工的建言行为负相关。放任型领导与员工的促进性建言行为负相关，与抑制性建言行为没有显著的相关关系。 第五，心理授权在变革型领导/交易型领导与建言行为及促进性建言行为之间起中介作用。 第六，交换意识在变革型领导/交易型领导与建言行为之间起负向调节作用。 本研究采用的是实证研究，综合使用了文献分析法、问卷调查法和统计分析法等。通过对相关文献的回顾和梳理，结合企业现实，提出本研究的研究模型和假设，通过对200名左右的员工进行问卷调查，获得数据，然后使用SPSS15.0 统计分析软件对研究假设进行验证，得出结论。 最后，研究根据结论提出对管理实践的启示，总结了研究的创新点和不足。
英文摘要：	The fierce global competition, updated technology and turbulent environment have put forward new demands on the organizations’ adaptability and flexibility. In order to keep sustainable competitiveness, the organizations need to change their improper regulations and keep exploring new development plans and original ideas. As a result, it’s not enough to depend only on the management team to solve all the problems, more and more organizations begin to realize the importance of employees’ constructive suggestion. Voice behavior is a change-oriented extra-role behavior that employees express work-related ideas and opinions or propose constructive suggestions towards leaders or colleagues to reduce decision mistakes, advance the working process and improve the organizations’ status quo. Voice behavior has two dimensions, namely promotive voice behavior and prohibitive voice behavior. Promotive voice behavior means proposing new ideas or constructive suggestions to improve organization processes; and prohibitive voice behavior means pointing out problems in working places to reduce factors that impede organization efficiency. The attitude of voice behavior is quite complicated and vague, leading to the passive and failure of employees’ intention to voice. Leadership style is a key factor that influencing employees’ voice behavior. On one hand, leaders are the main objects that employees voice to; on the other hand, leaders dominate the resources and control the rights to reward or punish, and also shaping the organizational culture and voice atmosphere. At present, there are some researches about the impact of leadership traits to employees’ voice behavior, but not much systematically study the relationship between leadership style and voice behavior. So this study focuses on voice behavior, builds up the research framework on the basis of incentives theory and social exchange theory, and explores the impact of transformational leadership, transactional leadership and laissez-faire leadership on employees’ voice behavior and its two dimensions, and also verifies the mediation of psychological empowerment and moderation of exchange ideology. The main conclusions are as follows: Firstly, Voice behavior in China context has two dimensions, namely promotive voice behavior and prohibitive voice behavior. Demographic characteristics such as gender, age, education, working years and corporation type don’t have impact on voice behavior and its’ two dimensions, but position grade is positively related with voice behavior and its’ two dimensions. Secondly, transformation leadership is positively related with voice behavior. Transformation leadership has positive influence on promotive voice behavior. Specifically, inspirational motivation, intellectual stimulation, individualized consideration are all positively related with promotive voice behavior, except leadership charisma. Transformational leadership and its four dimensions don’t have influence on prohibitive voice behavior. Thirdly, transactional leadership has positive impact on voice behavior. Transactional leadership is positively related with promotive voice behavior. Specifically, contingent reward is a good predictor of promotive voice behavior, but management by exception is not as well. Transaction leadership is not significantly related with prohibitive voice behavior, but management by exception has positive influence on prohibitive voice behavior. Fourthly, laissez-faire leadership has negative impact on employees’ voice behavior. Specifically, laissez-faire leadership is negatively related with promotive voice behavior, but doesn’t have significant influence on prohibitive voice behavior. Fifthly, psychological empowerment mediates the relationship between transformational / transactional leadership and voice behavior / promotive voice behavior. Sixthly, exchange ideology negatively moderates the relationship of transformational / transactional leadership and voice behavior. The research method is empirical study, synthetically using paper analysis, questionnaire survey and statistical analysis. Through paper reading and analyzing and considering the reality in corporations, this research proposes its research model and hypothesis, and then survey about 200 employees and analyzes the data with SPSS15.0 to find out the conclusions. In the end, the research concludes some suggestions for management practice according to the findings and points out the originality and limitation of the research.
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