交易型与变革型领导行为有效性研究

湖南大学硕士学位论文交易型与变革型领导行为有效性研究姓名：陈丹申请学位级别：硕士专业：企业管理指导教师：姚艳虹;周晖20050926ISPSSIIAbstractTransactionalleadershipandtransformationalleadershiptheoryhasbeenanewhotissue,butuptotoday,somedemonstrationresearchesontransactionalandtransformationalleadershipdidnotconsidercognitiveschemataandmotivationbehindleaders’behavior,andhardlyanalyzedtheinfluencesofsituations.Thispaperhastheoryandpracticalmeaningsthankstodiscussingthedifferencesbetweentransactionalleadershipandtransformationalleadership,andeffectivenessofthesetwoleadershipstylesunderdifferentsituationsbasedonleaders’cognitivetheory.Thecognitiveschemata,behaviorcharactersandsuitabilitytosituationsoftransactionalleadershipandtransformationalleadershiparedifferent.Thispaperadoptsthesubordinates’leadersatisfaction,organizationalcommitmentandjobsatisfactiontomeasuretheeffectivenessofleadership.Organizationalcultureandorganizationalkindcaninfluencetheeffectivenessoftransactionalleadershipandtransformationalleadership.Basedonthesetheories,thispaperputsforwardresearchmodelandhypotheses,andadoptsempiricalmethodtovalidatethem.Concretely,thispaperadoptstheconvenientsamplingtomakethequestionnaire,andusesSPSStomakedataprocessingandexaminestheresearchhypothesesthroughfactoranalysis,correlationanalysis,multi-variableregressionanalysisandOne—WayANOVAanalysis.Theresultsareasfollows:leaders’cognitiveleadtoleaders’behavior.Transactionalcognitiveleadstotransactionalleadership,andtransformationalcognitiveresultsintransformationalleadership;Leadersinclinetoadopttransformationalleadershipnomatterinstate-ownedenterprises,civilianenterprisesandforeigncapitalenterprises;leadersalwaysadoptdifferentleadershipstyleunderdifferentorganizationalculture.Intherulesorientationorganizationalculture,leadersareinclinedtoadopttransactionalleadership.Onthecontrary,transformationalleadershipappearseasilyininnovationorientationandsupportorientationorganizationalculture.Transformationalleadershipcanleadtosubordinates’higherleadersatisfaction,organizationalcommitmentandjobsatisfactionthantransactionalleadershipinallthreekindsofenterprise;thereareobviouseffectivenessdifferencesbetweentransactionalleadershipandtransformationalleadershipindifferentorganizationalculture.Underinnovationorganizationalculture,transformationalleadershipcanbringtoIIIsubordinates’higherleadersatisfaction,organizationalcommitmentandjobsatisfaction,butinrulesorganizationalculture,transactionalleadershipismoreeffectiveness.Finally,thispapergivesseveralsuggestsinordertohelpenterprisesimproveleadershipeffectiveness:supplyingallkindsofstudyingandtrainingchanceforleadersaccordingtodifferenthierarchyleaders’charactersandneeds,andleadingleaderstoadvancecognitive;strengtheningtoconstructorganizationalculture,cultivatingfitnessorganizationalcultureandatmosphere;creatingunhinderedcommunicationmechanism,andfeedingbackleaders’effectivenesstimely.KeyWords:Cognitive;TransactionalLeadership;TransformationalLeadership;Effectiveness1______2“”IV1.139····················51.2····························72.1·······153.1····························253.2····························27V2.1··············132.2················154.1···························314.2············344.3························364.4···················374.5······················374.6························374.7·······················384.8Pearson··384.9········394.10········394.11················404.12······404.13········414.14·············414.15··········424.16····434.17····43111.11.1.1Bass198521.1.2Bass(1985)3——1231.21.2.11.2.24Singer19850.71Waldman,BassEinstein1987Kirby,KingParadise19910.17Bass1985-0.34AtwareYammarino1989MLQ0.91HaterBass19880.36Bass0.19MohanThite19993622622Whittington2004121.2.320001.151.12003MBABass2003MLQBass1.2.412631.31.3.11.3.21.21.4——71.2822080Bass2.12.1.1[1]2.2.2LikertPM——92.2.31LPC23————45——LMX·LMX102.2Burns19781985Bass2.2.1Bass—ContingentRewardActiveManagement-by-ExceptionPassiveManagement-by-Exception2.2.211Bass&Avolio1994IdealizedInfluence,InspirationIntellectualStimulationIndividualConsiderationBurnsBass122.32.3.12.3.2WoffordGoodwin1994ChiFeltovich&Glaser1981WoffordGoodwin1994132.12.1——142.3.3WoffordGoodwin19942.12.12.2152.12.2162.41733.1——————3.1.1181970198433,2001SEM3.1.219——3.1.33.2Perrow1970Selznick201975Bass19853.2.1ShamirHouseAuthur1993Gibbson1992YuklHowell213.2.2WilkinsOuchi3.2.322KatzKahnBassKatzKahnRobertaBradleyAvolio,HowellSosik3.2.423SashkinTheVisionaryLeadershipBassTrice··——200DeanneN.DenHartogJaapJ.VanMuijen24JungAvolio347ShaneC.BlumMitchellD.ETuckerGlasersupervisormanageradministratorleaderParryKen3.2.5Wilkins&Ouchil(1983)(),Bass(1985)—PawarEastman199725Mintzberg,19793.33.3.13.13.13.3.226WoffordGoodwin19941H1Bass1985—23H2H3MilesSnow(1978)1997.27..FocusQuinnthecompetingvaluesmodeloforganizationalculture,CVMDeWitteDeCock3.23.228FocusFocus45H4H53.3.33.3.3.11292343.3.3.2123303.3.3.3123.43144.1MBA60240605592%18016591.7%4.14.110849.17232.74018.28538.68036.44520.5104.515068.27031.8253013.626-357835.535-456429.146-553616.355125.51-33415.54-68337