服务型领导与下属反生产行为关系的实证研究
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摘要
自从服务型领导(Servant leadership)在1977年由Greenleaf提出后,在相当长的时间内处于研究的空白期,20世纪90年代始服务型领导逐渐成为研究热点,服务型领导逐渐成为领导学研究中的前沿研究领域,为研究领导有效性问题提供了全新的视角。国内学术界有关服务型领导的研究文献也是凤毛麟角,特别是实证研究极其少见。本研究探讨服务型领导对下属反生产行为的作用机制,研究课题具有一定的前瞻性。
通过对长沙、深圳、北京、广州这四个城市的一些企业进行调查,收集了273份有效问卷,使用SPSS 17.0和AMOS 7.0统计软件,通过基本描述性统计、信度分析、相关分析、回归分析、验证性因素分析、结构方程模型等分析方法对研究假设进行检验,主要研究结论有：
(1)西方文化背景下所设计的七维度内容结构服务型领导量表同样适用中国情境下的企业,中国同样存在服务型领导。
(2)服务型领导与下属反生产行为显著负相关,服务型领导对下属反生产行为有显著预测作用；服务型领导与下属的破坏物品显著负相关,服务型领导对下属的破坏物品行为有显著预测作用；服务型领导与下属的怠工行为显著负相关,服务型领导对下属的怠工行为有显著预测作用；服务型领导与下属偷盗行为显著负相关,服务型领导对下属的偷盗行为有显著预测作用；服务型领导与下属生产偏差行为没有显著负相关,服务型领导对下属的生产偏差行为没有显著预测作用；服务型领导与下属的辱虐他人行为显著负相关,服务型领导对下属的辱虐他人行为有显著预测作用。
(3)领导-下属关系质量在服务型领导与下属反生产行为之间存在着中介作用。
(4)下属工作丰富度在服务型领导与下属反生产行为之间并不存在着调节作用。
Since servant leadership was put on in 1977 by Greenleaf, after a long period of time,specially at the beginning of the 20th century, service leadership has become a hot research on leadership, providing a new perspective for the study of leadership effectiveness. However the domestic academic research literature was very rare, empirical research was extremely more rare.
The paper mainly studied on the internal mechanism between servant leadership and empolyees Counter-productive behavior. By processing 273 valid questionnaires from Changsha, Shenzhen, Beijing, Guangzhou these four cities through SPSS 17.0, with the basic descriptive statistics, reliability analysis, exploratory analysis, confirmatory analysis, correlation analysis, regression analysis and so on,the research got the main findings as follows:
(1) the seven dimensions of the scale about servant leadership designed in the Western cultural background could be used in Chinese enterprises.
(2) servant leadership was negatively related to subordinates counter-productive behavior;servant leadership was negatively related to subordinate property destruction; servant leadership was negatively related to subordinate sabotage behavior;servant leadership was negatively related to subordinate theft behavior;servant leadership was negatively related to subordinate production deviance behavior;servant leadership was negatively related to subordinate abuse behavior
(3) the relationship quality of leader-subordinate existed intermediary role between servant leadership and subordinate counter-productive behavior.
(4) The richness of job did not exist regulation role between servant leadership and subordinate counter-productive behavior.
通过对长沙、深圳、北京、广州这四个城市的一些企业进行调查,收集了273份有效问卷,使用SPSS 17.0和AMOS 7.0统计软件,通过基本描述性统计、信度分析、相关分析、回归分析、验证性因素分析、结构方程模型等分析方法对研究假设进行检验,主要研究结论有：
(1)西方文化背景下所设计的七维度内容结构服务型领导量表同样适用中国情境下的企业,中国同样存在服务型领导。
(2)服务型领导与下属反生产行为显著负相关,服务型领导对下属反生产行为有显著预测作用；服务型领导与下属的破坏物品显著负相关,服务型领导对下属的破坏物品行为有显著预测作用；服务型领导与下属的怠工行为显著负相关,服务型领导对下属的怠工行为有显著预测作用；服务型领导与下属偷盗行为显著负相关,服务型领导对下属的偷盗行为有显著预测作用；服务型领导与下属生产偏差行为没有显著负相关,服务型领导对下属的生产偏差行为没有显著预测作用；服务型领导与下属的辱虐他人行为显著负相关,服务型领导对下属的辱虐他人行为有显著预测作用。
(3)领导-下属关系质量在服务型领导与下属反生产行为之间存在着中介作用。
(4)下属工作丰富度在服务型领导与下属反生产行为之间并不存在着调节作用。
Since servant leadership was put on in 1977 by Greenleaf, after a long period of time,specially at the beginning of the 20th century, service leadership has become a hot research on leadership, providing a new perspective for the study of leadership effectiveness. However the domestic academic research literature was very rare, empirical research was extremely more rare.
The paper mainly studied on the internal mechanism between servant leadership and empolyees Counter-productive behavior. By processing 273 valid questionnaires from Changsha, Shenzhen, Beijing, Guangzhou these four cities through SPSS 17.0, with the basic descriptive statistics, reliability analysis, exploratory analysis, confirmatory analysis, correlation analysis, regression analysis and so on,the research got the main findings as follows:
(1) the seven dimensions of the scale about servant leadership designed in the Western cultural background could be used in Chinese enterprises.
(2) servant leadership was negatively related to subordinates counter-productive behavior;servant leadership was negatively related to subordinate property destruction; servant leadership was negatively related to subordinate sabotage behavior;servant leadership was negatively related to subordinate theft behavior;servant leadership was negatively related to subordinate production deviance behavior;servant leadership was negatively related to subordinate abuse behavior
(3) the relationship quality of leader-subordinate existed intermediary role between servant leadership and subordinate counter-productive behavior.
(4) The richness of job did not exist regulation role between servant leadership and subordinate counter-productive behavior.
引文
[1]刘颖.企业员工工作特征与工作效能感的关系研究[D].大连理工大学,2006
[2]张建卫,刘玉新.企业反生产行为：概念与结构解析[J].心理科学进展,2009,8：45-52
[3]郑伯.企业组织中上下属的信任关系[J].社会学研究,1999,9：67-74
[4]彭贺.反生产行为理论研究综述[J].管理学报,2010,4：53-59
[5]王琛,陈维政.工作场所反生产行为的形成机制及管理策略研究[J].生产力研究,2009,6：32-38
[6]郭辉辉,庞云飞.企业反生产行为的人性假设理论思考[J].中国商界(上半月),2010,5：23-26
[7]郁建红.企业内上下间信任问题的非对称性探析[D].浙江工商大学,2007
[8]许科.员工对领导者信任的结构研究[D].河南大学,2005
[9]柳士顺.企业管理者的执行力研究[D].暨南大学,2007
[10]李宁琪,李树,张树银,刘毅.毁害型领导、领导能力与下属信任关系研究[J].重庆工商大学学报(社会科学版),2010,4：57-70
[11]王碧英.公仆型领导：量表的修订与作用效果[J].理论探讨,2010,8：43-47
[12]孙健敏,王碧英.公仆型领导与员工绩效的关系[A].第四届(2009)中国管理学年会——组织行为与人力资源管理分会场论文集,2009,11：45-53
[13]石磊,工作满意度与组织公民行为关系研究[D].西安理工大学,2008
[14]凌茜,汪纯孝.管理人员的公仆型领导风格对员工工作绩效的持久影响[J].旅游科学,2010,5：78-83
[15]李丰.组织公平及变革型领导与下属对领导信任的实证研究[D].上海交通大学,2008
[16]谢衡晓.诚信领导的内容结构及其相关研究[D].暨南大学,2007
[17]杨廷钫,凌文辁.服务型领导理论综述[J].科技管理研究,2008,8：53-57
[18]汪纯孝,凌茜,张秀娟.我国企业公仆型领导量表的设计与检验[J].南开管理评论,2009,6：72-76
[19]凌茜.浅析公仆型领导[J].现代管理科学,2007,8：36-42
[20]郭圆圆.教师成为公仆型领导者：美国教师教育新理念[J].内蒙古师范大学学报(教育科学版),2007,6：75-79
[21]余长国.建设“服务型领导”的董事会文化[J].上海市经济管理干部学院学报,2009,2：25-31
[22]沈舒琪;服务型领导与变革型领导的差异研究[J].江西农业学报,2010,3：34-37
[23]孙健敏,王碧英.公仆型领导：概念的界定与量表的修订[J].商业经济与管理,2010,4：45-52
[24]刘雪影.简论格林利夫的“服务型领导”思想[J].辽东学院学报(社会科学版),2008,6：53-57
[25]孙婷.反生产行为及其影响因素的研究[D].浙江大学,2008
[26]李宁琪,李树.毁害型领导与下属职业行为关系的实证研究[J].首都经济贸易大学学报,2010,4：71-82
[27]Andersen, Jon Aarum. When a servant-leader comes knocking[J]. Leadership and Organization Development Journa,l 2009,30(1):4-15.
[28]Andersen, Jon Aarum. Your favourite manager is an organizational disaster[J]. European Business Review,2009,21(1):5-16.
[29]Arnold, Todd, Karen E. Flaherty, Kevin E. Voss, and John C. Mowen. Role stressors and retail performance:the role of perceived competitive climate[J]. Journal of Retailing,2009,85(2):194-205.
[30]Baron, Reuben M, and David A. Kenny. The moderator-mediator variable distinction in social psychological research:conceptual strategic, and statistic considerations [J]. Journal of Personality and Social Psychology,1986,51(6): 1173-1182.
[31]Berry, Leonard L, A. Parasuraman, and Valarie A.Zeitham.l Improving service quality in america:lessons learned[J].Academy of Management Executive, 1994,8(2):32-52.
[32]Chen, Gilad, and Paul D. Bliese. The role of different levels of leadership in predicting self-and collective efficacy:evidence for discontinuity [J]. Journal of Applied Psychology,2002,87(3):549-556.
[33]Hackman, J. Richard. Group influence on individuals in organizations [A]. In: Ddunnette,Marvin D., and Leaetta M. Hough, eds,Handbook of Industrial and OrganizationalPsychology[C].PaloAlto:ConsultingPsychologistsPress,1992,3: 199-267.
[34]Mowday,Richard T, Richard M. Steers, and Lyman W.Porter. The measurement of organizational commitment[J]. Journal of Vocational Behavior,1979,14 (2):224-247.
[35]Preacher, Kristopher J, and Andrew F.Hayes. SPSS and SAS procedures for estimating indirect effects in simple mediation models [J]. Behavior Research Methods,Instruments, and Computers,2004,36(4):713-731.
[36]Sendjaya, Sen, James C. Sarros, and Joseph C. Santora.Defining and measuring servant leadership behaviour in organizations [J]. Journal ofManagement Studies,2008,45(2):402-424.
[37]Sendjaya, Sen. Development and validation of servant leadership behavior scale[C]. Paper Presented at the Servant-leadership Research Roundtable at Regent University,Virginia Beach,VA.2003.
[38]W inston, Bruce E. Extending patterson's servant leadership mode:l explaining how leaders and follows interact in a circularmodel[C]. Paper Presented at the Servant Leadership Research Roundtable at Regent University,Virginia Beach,VA,2003.
[39]Spears, Larry C. Insights on Leadership:Service, Stewardship, Spirit,and Servant-leadership [M]. New York, NY:John Wiley and Sons,1998.
[40]Smith, Brien N., Ray V. Montagno, and Tatiana N. Kuzmenko.Transformational and Servant Leadership:Content and ContextualComparisons [J]. Journal of Leadership and Organizational Studies,2004,10(4):80-91.
[41]Berry, Leonard L., A. Parasuraman, and Valarie A. Zeithaml.Improving Service Quality in America:Lessons Learned [J]. Academy of Management Executive,1994,8(2):32-52.
[42]Waldman, David A., and Francis J. Yammarino. CEO Charismatic Leadership: Level-of-management and Level-of-analysis Effects [J]. Academy of Management Review,1999,24(2):266-285.
[43]Mayer, David M., Maribeth Kuenzi, Rebecca Greenbaum, Mary Bardes,and Rommel Salvador. How Low dose Ethical Leadership Flow? Test of a Trickle-down Model [J]. Organizational Behavior and Human Decision Process,2009,108(1):1-13.
[44]Walker, Alan G., James W. Smither. and David A. Waldman. A Longitudinal Examination of Concomitant Changes in Team Leadership and Customer Satisfaction [J]. Personnel Psychology,2008,61(3):547-577.
[45]Arnold, Todd, Karen E. Flaherty, Kevin E. Voss, and John C.Mowen. Role Stressors and Retail Performance:The Role of Perceived Competitive Climate [J]. Journal of Retailing,2009,85(2):194-205.
[46]Mason, Claire M. Exploring the Processes Underlying Within-group Homogeneity [J]. Small Group Research,2006,37(3):233-270.
[47]Ashforth, Blake E., and R. H. Humphrey. Emotion in the Workplace:A Reappraisal [J]. Human Relations,1995,48(2):97-125.
[48]Heskett, James L., W. Earl Sasser, Jr., and Leonard A. Schlesinger.The Service Profit Chain:How Leading Companies Link Profit and Growth to Loyalty, Satisfaction and Value [M]. New York, NY:The Free Press,1997.
[49]Smith, Patricia Cair, Lome M. Kendall, and Charles L. Hulin. The Measurement of Satisfaction in Work and Retirement:A Strategy for the Study of Attitudes [M]. Chicago, IL:Rand-McNally,1969.
[50]Mowday, Richard T.,Richard M. Steers, and Lyman W. Porter. The Measurement of Organizational Commitment [J]. Journal of Vocational Behavior,1979,14(2):224-247.
[51]Johnston, Robert. The Determinants of Service Quality:Satisfiers and Dissatisfiers [J]. International Journal of Service Industry Management,1995, 6(5):53-71.
[52]Hofmann, David A. An Overview of the Logic and Rationale of Hierarchical Linear Models [J]. Journal of Management,1997,23(6):723-744.
[53]Andersen, Jon Aarum. When a Servant-leader Comes Knocking [J].Leadership and Organization Development Journal,2009a,30(1):4-15.
[54]Andersen, Jon Aarum. Your Favourite Manager is an Organizational Disaster [J]. European Business Review,2009b,21(1):5-16
[2]张建卫,刘玉新.企业反生产行为：概念与结构解析[J].心理科学进展,2009,8：45-52
[3]郑伯.企业组织中上下属的信任关系[J].社会学研究,1999,9：67-74
[4]彭贺.反生产行为理论研究综述[J].管理学报,2010,4：53-59
[5]王琛,陈维政.工作场所反生产行为的形成机制及管理策略研究[J].生产力研究,2009,6：32-38
[6]郭辉辉,庞云飞.企业反生产行为的人性假设理论思考[J].中国商界(上半月),2010,5：23-26
[7]郁建红.企业内上下间信任问题的非对称性探析[D].浙江工商大学,2007
[8]许科.员工对领导者信任的结构研究[D].河南大学,2005
[9]柳士顺.企业管理者的执行力研究[D].暨南大学,2007
[10]李宁琪,李树,张树银,刘毅.毁害型领导、领导能力与下属信任关系研究[J].重庆工商大学学报(社会科学版),2010,4：57-70
[11]王碧英.公仆型领导：量表的修订与作用效果[J].理论探讨,2010,8：43-47
[12]孙健敏,王碧英.公仆型领导与员工绩效的关系[A].第四届(2009)中国管理学年会——组织行为与人力资源管理分会场论文集,2009,11：45-53
[13]石磊,工作满意度与组织公民行为关系研究[D].西安理工大学,2008
[14]凌茜,汪纯孝.管理人员的公仆型领导风格对员工工作绩效的持久影响[J].旅游科学,2010,5：78-83
[15]李丰.组织公平及变革型领导与下属对领导信任的实证研究[D].上海交通大学,2008
[16]谢衡晓.诚信领导的内容结构及其相关研究[D].暨南大学,2007
[17]杨廷钫,凌文辁.服务型领导理论综述[J].科技管理研究,2008,8：53-57
[18]汪纯孝,凌茜,张秀娟.我国企业公仆型领导量表的设计与检验[J].南开管理评论,2009,6：72-76
[19]凌茜.浅析公仆型领导[J].现代管理科学,2007,8：36-42
[20]郭圆圆.教师成为公仆型领导者：美国教师教育新理念[J].内蒙古师范大学学报(教育科学版),2007,6：75-79
[21]余长国.建设“服务型领导”的董事会文化[J].上海市经济管理干部学院学报,2009,2：25-31
[22]沈舒琪;服务型领导与变革型领导的差异研究[J].江西农业学报,2010,3：34-37
[23]孙健敏,王碧英.公仆型领导：概念的界定与量表的修订[J].商业经济与管理,2010,4：45-52
[24]刘雪影.简论格林利夫的“服务型领导”思想[J].辽东学院学报(社会科学版),2008,6：53-57
[25]孙婷.反生产行为及其影响因素的研究[D].浙江大学,2008
[26]李宁琪,李树.毁害型领导与下属职业行为关系的实证研究[J].首都经济贸易大学学报,2010,4：71-82
[27]Andersen, Jon Aarum. When a servant-leader comes knocking[J]. Leadership and Organization Development Journa,l 2009,30(1):4-15.
[28]Andersen, Jon Aarum. Your favourite manager is an organizational disaster[J]. European Business Review,2009,21(1):5-16.
[29]Arnold, Todd, Karen E. Flaherty, Kevin E. Voss, and John C. Mowen. Role stressors and retail performance:the role of perceived competitive climate[J]. Journal of Retailing,2009,85(2):194-205.
[30]Baron, Reuben M, and David A. Kenny. The moderator-mediator variable distinction in social psychological research:conceptual strategic, and statistic considerations [J]. Journal of Personality and Social Psychology,1986,51(6): 1173-1182.
[31]Berry, Leonard L, A. Parasuraman, and Valarie A.Zeitham.l Improving service quality in america:lessons learned[J].Academy of Management Executive, 1994,8(2):32-52.
[32]Chen, Gilad, and Paul D. Bliese. The role of different levels of leadership in predicting self-and collective efficacy:evidence for discontinuity [J]. Journal of Applied Psychology,2002,87(3):549-556.
[33]Hackman, J. Richard. Group influence on individuals in organizations [A]. In: Ddunnette,Marvin D., and Leaetta M. Hough, eds,Handbook of Industrial and OrganizationalPsychology[C].PaloAlto:ConsultingPsychologistsPress,1992,3: 199-267.
[34]Mowday,Richard T, Richard M. Steers, and Lyman W.Porter. The measurement of organizational commitment[J]. Journal of Vocational Behavior,1979,14 (2):224-247.
[35]Preacher, Kristopher J, and Andrew F.Hayes. SPSS and SAS procedures for estimating indirect effects in simple mediation models [J]. Behavior Research Methods,Instruments, and Computers,2004,36(4):713-731.
[36]Sendjaya, Sen, James C. Sarros, and Joseph C. Santora.Defining and measuring servant leadership behaviour in organizations [J]. Journal ofManagement Studies,2008,45(2):402-424.
[37]Sendjaya, Sen. Development and validation of servant leadership behavior scale[C]. Paper Presented at the Servant-leadership Research Roundtable at Regent University,Virginia Beach,VA.2003.
[38]W inston, Bruce E. Extending patterson's servant leadership mode:l explaining how leaders and follows interact in a circularmodel[C]. Paper Presented at the Servant Leadership Research Roundtable at Regent University,Virginia Beach,VA,2003.
[39]Spears, Larry C. Insights on Leadership:Service, Stewardship, Spirit,and Servant-leadership [M]. New York, NY:John Wiley and Sons,1998.
[40]Smith, Brien N., Ray V. Montagno, and Tatiana N. Kuzmenko.Transformational and Servant Leadership:Content and ContextualComparisons [J]. Journal of Leadership and Organizational Studies,2004,10(4):80-91.
[41]Berry, Leonard L., A. Parasuraman, and Valarie A. Zeithaml.Improving Service Quality in America:Lessons Learned [J]. Academy of Management Executive,1994,8(2):32-52.
[42]Waldman, David A., and Francis J. Yammarino. CEO Charismatic Leadership: Level-of-management and Level-of-analysis Effects [J]. Academy of Management Review,1999,24(2):266-285.
[43]Mayer, David M., Maribeth Kuenzi, Rebecca Greenbaum, Mary Bardes,and Rommel Salvador. How Low dose Ethical Leadership Flow? Test of a Trickle-down Model [J]. Organizational Behavior and Human Decision Process,2009,108(1):1-13.
[44]Walker, Alan G., James W. Smither. and David A. Waldman. A Longitudinal Examination of Concomitant Changes in Team Leadership and Customer Satisfaction [J]. Personnel Psychology,2008,61(3):547-577.
[45]Arnold, Todd, Karen E. Flaherty, Kevin E. Voss, and John C.Mowen. Role Stressors and Retail Performance:The Role of Perceived Competitive Climate [J]. Journal of Retailing,2009,85(2):194-205.
[46]Mason, Claire M. Exploring the Processes Underlying Within-group Homogeneity [J]. Small Group Research,2006,37(3):233-270.
[47]Ashforth, Blake E., and R. H. Humphrey. Emotion in the Workplace:A Reappraisal [J]. Human Relations,1995,48(2):97-125.
[48]Heskett, James L., W. Earl Sasser, Jr., and Leonard A. Schlesinger.The Service Profit Chain:How Leading Companies Link Profit and Growth to Loyalty, Satisfaction and Value [M]. New York, NY:The Free Press,1997.
[49]Smith, Patricia Cair, Lome M. Kendall, and Charles L. Hulin. The Measurement of Satisfaction in Work and Retirement:A Strategy for the Study of Attitudes [M]. Chicago, IL:Rand-McNally,1969.
[50]Mowday, Richard T.,Richard M. Steers, and Lyman W. Porter. The Measurement of Organizational Commitment [J]. Journal of Vocational Behavior,1979,14(2):224-247.
[51]Johnston, Robert. The Determinants of Service Quality:Satisfiers and Dissatisfiers [J]. International Journal of Service Industry Management,1995, 6(5):53-71.
[52]Hofmann, David A. An Overview of the Logic and Rationale of Hierarchical Linear Models [J]. Journal of Management,1997,23(6):723-744.
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