魅力型领导行为与组织公民行为关系研究
|
摘要
本研究以魅力型领导理论、组织公民行为理论和成就动机理论为依据,探讨了魅力型领导行为与员工的组织公民行为的关系,以及成就动机在魅力型领导行为对组织公民行为影响关系中的中介作用。在对魅力型领导行为量表进行预测后,得出适合中国国情的问卷并进行正式问卷调查。本研究共收集有效问卷487份,通过SPSS统计分析,得出以下主要研究结论:
(1)魅力型领导行为与组织公民行为存在显著的正相关。
(2)魅力型领导的非常规行为与OCB不相关,且与人际和谐和保护公司资源呈显著性负相关。
(3)成就动机在魅力型领导行为与OCB关系中起部分中介作用。
(4)成就动机与OCB及其各维度的相关系数均达到显著正相关;成就动机对OCB有正向预测作用。
(5)人口统计变量在魅力型领导行为、成就动机、OCB上存在差异。
Based on charismatic leadership theory and organizational citizenship behavior (OCB) theory, this research mainly discussed the relationship between charismatic leadership behavior and OCB. Meanwhile, it also investigated the impact of OCB as an mediator in the relationship between charismatic leadership behavior and OCB. The predict questionnaire survey for Charismatic Leadership Behavior got high reliability and good construct-related validity, which was being used as a formal questionnaire survey. A total of 487 valid questionnaires were collected. Through SPSS statistical analysis, this stuy concluded the following major findings:
1) There was a significant positive correlation between charismatic leadership behavior and OCB.
2) The correlation of charismatic leadership unconventional behavior and OCB was not significant at all; both interpersonal harmony and protection of corporate resources were significantly negatively correlated with charismatic leadership unconventional behavior.
3) Achievement motivation played a role of mediator in the relationship between charismatic leadership behavior and OCB.
4) Achievement motivation, which had a positive prediction of OCB, were significantly positively correlated with the five dimensions of OCB.
5) When demographic variables were different, the effects of charismatic leadership behavior, achievement motivation and OCB would have some differences.
(1)魅力型领导行为与组织公民行为存在显著的正相关。
(2)魅力型领导的非常规行为与OCB不相关,且与人际和谐和保护公司资源呈显著性负相关。
(3)成就动机在魅力型领导行为与OCB关系中起部分中介作用。
(4)成就动机与OCB及其各维度的相关系数均达到显著正相关;成就动机对OCB有正向预测作用。
(5)人口统计变量在魅力型领导行为、成就动机、OCB上存在差异。
Based on charismatic leadership theory and organizational citizenship behavior (OCB) theory, this research mainly discussed the relationship between charismatic leadership behavior and OCB. Meanwhile, it also investigated the impact of OCB as an mediator in the relationship between charismatic leadership behavior and OCB. The predict questionnaire survey for Charismatic Leadership Behavior got high reliability and good construct-related validity, which was being used as a formal questionnaire survey. A total of 487 valid questionnaires were collected. Through SPSS statistical analysis, this stuy concluded the following major findings:
1) There was a significant positive correlation between charismatic leadership behavior and OCB.
2) The correlation of charismatic leadership unconventional behavior and OCB was not significant at all; both interpersonal harmony and protection of corporate resources were significantly negatively correlated with charismatic leadership unconventional behavior.
3) Achievement motivation played a role of mediator in the relationship between charismatic leadership behavior and OCB.
4) Achievement motivation, which had a positive prediction of OCB, were significantly positively correlated with the five dimensions of OCB.
5) When demographic variables were different, the effects of charismatic leadership behavior, achievement motivation and OCB would have some differences.
引文
[1] [美]斯蒂芬·P·罗宾斯.组织行为学.人民大学出版社,1997
[2]王重鸣.心理学研究方法.人民教育出版社, 1990
[3] [美]安弗莎妮·纳哈雯蒂(Nahavandi A.)著;王新、陈加丰译.领导学(原书第四版).北京:机械工业出版社,2007.1
[4]斯蒂芬·P·罗宾斯.孙健敏译.组织行为学(第10版).中国人民大学出版社,2005
[5]吴明隆. SPSS统计应用实务.北京:中国铁道出版社,2001
[6]罗明亮.组织行为学.南京:南京大学出版社,2007.8
[7]吴维库.领导学.北京:高等教育出版社,2006.4
[8]顾琴轩、郭培芳.组织行为学:新经济·新环境·新思维(第二版).上海:上海人民出版社,2007
[9] [美]达夫特(Daft ,R.L)著;杨斌译.领导学:原理与实践(原书第二版).北京:机械工业出版社,2005.4
[10]孔茨.管理学.北京经济科学出版社, 1998
[11]俞文钊.管理心理学.甘肃人民出版社,1988
[12]申林.组织行为学与人事心理.长沙:湖南师范大学出版社,2007.4
[13]陈树文.组织管理学.大连:大连理工大学出版社,2005.4
[14] [美]诺斯豪斯(Northouse,P.G.)著;王力行等译.卓越领导力:十种经典领导模式.北京:中国轻工业出版社,2003.10
[15]叶余建、何铨、聂雪林.中小型企业主的魅力型领导行为方式对下属影响机制研究.人类工效学,2007年9月第13卷第3期
[16]胡玲.我国本土企业魅力型领导模型研究.对外经济贸易大学,2005
[17]陈贞晶.魅力型领导的负效应分析[J].理论探索.2004,10
[18]董临萍、张文贤.国外组织情境下魅力型领导理论探析[J].外国经济与管理.2006,11.第28卷第11期
[19]谢文新.魅力型领导的五种有效性为[J].人力资源.2005,12(中),总第452期
[20]高建新.管理者领导魅力对领导效能作用模式之技术分析.四川大学.2005,4
[21]李焕.不同组织危机情景下魅力型领导的有效性研究.西北大学,2004.5
[22]张健东.IT行业员工组织承诺与组织公民行为关系研究.大连理工大学.2006,6
[23]刘璞.领导行为、组织承诺对组织公民行为影响机制的研究.成都电子科技大学.2005
[24]张爽.交易与改造型领导对员工组织公民行为的影响.大连理工大学.2005,12
[25]苏海林.领导风格与组织公民行为相关性研究.南京理工大学.2006,6
[26]许多、张小林.中国组织情境下的组织公民行为[J].心理科学进展,2007,15(3),505～510
[27]傅永刚、许维维.组织公民行为在四种组织文化类型下的差异研究[J].大连理工大学学报(社会科学版).第26卷第四期,2005,12
[28]张小林、戚振江.组织公民行为理论及其应用研究[J].心理学动态.2001,12
[29]唐筱.变革型领导对组织公民行为、工作绩效的影响.苏州大学,2008
[30]武欣、吴志明.组织公民行为及其对企业管理的启示[J].企业活力-管理理论.2005年第2期
[31]何江涛、凌文铨.领导理论的回顾与简评[J].党政干部学刊.2002年第10期
[32]周海波.论组织公民行为的本质、概念纬度与研究意义[J].科技管理研究.2005年第5期
[33]郭颖梅.激发员工组织公民行为的对策[J].管理视角.2005,7
[34]肖志玲.大学生学业自我效能感与成就动机关系研究.中央师范大学,2002
[35]王晓梅.绩效管理过程公平性对组织公民行为影响的研究.浙江大学,2006
[36]张晓明.女硕士研究生成就动机与自信的特点及其关系研究.吉林大学,2006
[37]田荷梅.员工工作价值观与组织公民行为、离职倾向的相关研究.西南大学,2006
[38]张晓林.领导风格与领导绩效关系探索-基于产权制度安排的分析.浙江工商大学, 2006
[39]李珍.领导行为有效性的实践研究.清华大学,2004
[40]董临萍.魅力型领导者的激励技巧分析.商业现代化,2006年10月总第481期
[41]董临萍.魅力型领导的愿景激励分析.企业活力,2006年第10期
[42] Boas Shamir and Jane M.Howell. Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly, 1999,Volume 10, Issue 2, 257-283.
[43] C. Shawn Burke,Kevin C. Stagl,Cameron Klein,Gerald F. Goodwin,Eduardo Salas,Stanley M. Halpin.What type of leadership behaviors are functional in teams? A meta-analysis.The Leadership Quarterly 17 (2006) 288–307
[44] Dana Yagil.University of Haifa.Charismatic Leadership and Organizational Hierarchy :Attribution of Charisma to Close and Distant Leaders. Leadership Quarterly, 9(2),161-176.
[45] Annebel H.B. De Hoogh, Deanne N. Den Hartog,Paul L. Koopman, Henk Thierry . Peter T. Van den Berg , Joost G. Van der Weide , Celeste P.M. Wilderom.Leader motives, charismatic leadership, and subordinates’work attitude in the profit and voluntary sector. The Leadership Quarterly 16 (2005) 17–38
[46] Viviane Seyranian, Michelle C. Bligh. Presidential charismatic leadership: Exploring the rhetoric of social change. The Leadership Quarterly 19 (2008) 54–76
[47] Jens Rowold , Kathrin Heinitz. Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS. The Leadership Quarterly 18 (2007) 121–133
[48] Eric Wang, Huey-Wen Chou, James Jiang. The impacts of charismatic leadership style on team cohesiveness and overall performance during ERP implementation. International Journal of Project Management 23 (2005) 173–180
[49] John J. Sosik. The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. The Leadership Quarterly 16(2005) 221–244
[50] Jeffery Scott Mio, Ronald E. Riggio, Shana Levin, Renford Reese. Presidential leadership and charisma: The effects of metaphor. The Leadership Quarterly 16 (2005) 287–294
[51] Mark G. Ehrhart, Katherine J. Klein. Predicting followers’preferences for charismatic leadership: the influence of follower values and personality. The Leadership Quarterly 12(2001) 153–179
[52] Chanoch Jacobsen, Robert J. House. Dynamics of charismatic leadership-A process theory, simulation model, and tests. The Leadership Quarterly 12(2001) 75–112
[53] Christine M. Shea, Jane M. Howell. Charismatic leadership and task feedback: A laboratory study of their effects on self-efficacy and task performance. Leadership Quarterly, 10(3), 375–396
[54] Michael Frese. Action training for charismatic leadership: Two evaluations of studies of a commerical training module on inspirational communication of a vision. Personnel Psychology, 2003, 56, 671-697
[55] Jay A. Conger, Rabindar N. Kanungo, Sanjay T. Menon. Charismatic leadership and follower effects. Journal of Organization Behavior. 2000, 21, 747-767
[56] Mansour Javidan, David A. Waldman. Exploring charismatic leadership in the public sector: Measurement and consequences. Public Administration Review, 2003, Vol 63, No.2
[57] Bass, B. M. (1999). On the taming of charisma: A reply to Janice Beyer. The Leadership Quarterly, 10, 541–553.
[58] Berson, Y., Shamir, B., Avolio, B. J., & Popper, M. (2001). The relationship between vision strength, leadership style, and content. The Leadership Quarterly, 12, 53–73.
[59] Conger, J. A., & Kanungo, R. N. (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA7 Sage.
[60] Gardner, W. L., & Avolio, B. J. (1998). The Charismatic Relationship: A dramaturgical perspective. Academy of Management Review, 23, 32–58
[61] House, R. J. (1999). Weber and neo-charismatic leadership paradigm: Aresponse to Beyer. The Leadership Quarterly, 10, 563–574.
[62] House, R. J., Spangler, W. D., & Woycke, J. (1991). Personality and charisma in the U.S. presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly, 36, 364–396.
[63] Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. In B. M. Staw, & L. L. Cummings (Eds.), Research in Organizational Behavior, vol. 12 (pp. 43–72) Greenwich, CT7 JAI Press.
[64] Bass, B. M. (1985). Leadership performance beyond expectations. New York: Academic Press
[65] B. M., & Avolio, B. J. (1989). Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologists Press.
[66] Boal, K. B., & Bryson, J. M. (1988). Charismatic leadership: A phenomenological and structural approach. In J. G. Hunt, B. R. Baliga, H. P. Dachler, & C. A. Schriesheim (Eds.), Emerging leadership vistas (pp. 11–28). Lexington, MA: D.C. Heath.
[67] Dow, T. E. (1969). The theory of charisma. Sociology Quarterly, 10, 306–318
[68] Eisenstadt, S. N. (1968). Max Weber:Oncharisma and institution building. Chicago: University of Chicago Press.
[69] Hater, J. J., & Bass, B. M. (1988). Supervisors’evaluations and subordinates’perceptions of transformational leadership. Journal of Applied Psychology, 73, 695–702.
[70] House, R. J., Woycke, J., & Fodor, E. M. (1988). Charismatic and noncharismatic leaders: Differences in behavior and effectiveness. In J. R. Conger & R. Kanungo (Eds.), Charismatic leadership (pp. 98–121) San Francisco: Jossey Bass.
[71] Sashkin, M. (1988). The visionary leader. In J. A. Conger & R. A. Kanungo (Eds.), Charismatic leadership: The elusive factor in organizational effectiveness (pp.122–160). San Francisco: Jossey-Bass.
[2]王重鸣.心理学研究方法.人民教育出版社, 1990
[3] [美]安弗莎妮·纳哈雯蒂(Nahavandi A.)著;王新、陈加丰译.领导学(原书第四版).北京:机械工业出版社,2007.1
[4]斯蒂芬·P·罗宾斯.孙健敏译.组织行为学(第10版).中国人民大学出版社,2005
[5]吴明隆. SPSS统计应用实务.北京:中国铁道出版社,2001
[6]罗明亮.组织行为学.南京:南京大学出版社,2007.8
[7]吴维库.领导学.北京:高等教育出版社,2006.4
[8]顾琴轩、郭培芳.组织行为学:新经济·新环境·新思维(第二版).上海:上海人民出版社,2007
[9] [美]达夫特(Daft ,R.L)著;杨斌译.领导学:原理与实践(原书第二版).北京:机械工业出版社,2005.4
[10]孔茨.管理学.北京经济科学出版社, 1998
[11]俞文钊.管理心理学.甘肃人民出版社,1988
[12]申林.组织行为学与人事心理.长沙:湖南师范大学出版社,2007.4
[13]陈树文.组织管理学.大连:大连理工大学出版社,2005.4
[14] [美]诺斯豪斯(Northouse,P.G.)著;王力行等译.卓越领导力:十种经典领导模式.北京:中国轻工业出版社,2003.10
[15]叶余建、何铨、聂雪林.中小型企业主的魅力型领导行为方式对下属影响机制研究.人类工效学,2007年9月第13卷第3期
[16]胡玲.我国本土企业魅力型领导模型研究.对外经济贸易大学,2005
[17]陈贞晶.魅力型领导的负效应分析[J].理论探索.2004,10
[18]董临萍、张文贤.国外组织情境下魅力型领导理论探析[J].外国经济与管理.2006,11.第28卷第11期
[19]谢文新.魅力型领导的五种有效性为[J].人力资源.2005,12(中),总第452期
[20]高建新.管理者领导魅力对领导效能作用模式之技术分析.四川大学.2005,4
[21]李焕.不同组织危机情景下魅力型领导的有效性研究.西北大学,2004.5
[22]张健东.IT行业员工组织承诺与组织公民行为关系研究.大连理工大学.2006,6
[23]刘璞.领导行为、组织承诺对组织公民行为影响机制的研究.成都电子科技大学.2005
[24]张爽.交易与改造型领导对员工组织公民行为的影响.大连理工大学.2005,12
[25]苏海林.领导风格与组织公民行为相关性研究.南京理工大学.2006,6
[26]许多、张小林.中国组织情境下的组织公民行为[J].心理科学进展,2007,15(3),505～510
[27]傅永刚、许维维.组织公民行为在四种组织文化类型下的差异研究[J].大连理工大学学报(社会科学版).第26卷第四期,2005,12
[28]张小林、戚振江.组织公民行为理论及其应用研究[J].心理学动态.2001,12
[29]唐筱.变革型领导对组织公民行为、工作绩效的影响.苏州大学,2008
[30]武欣、吴志明.组织公民行为及其对企业管理的启示[J].企业活力-管理理论.2005年第2期
[31]何江涛、凌文铨.领导理论的回顾与简评[J].党政干部学刊.2002年第10期
[32]周海波.论组织公民行为的本质、概念纬度与研究意义[J].科技管理研究.2005年第5期
[33]郭颖梅.激发员工组织公民行为的对策[J].管理视角.2005,7
[34]肖志玲.大学生学业自我效能感与成就动机关系研究.中央师范大学,2002
[35]王晓梅.绩效管理过程公平性对组织公民行为影响的研究.浙江大学,2006
[36]张晓明.女硕士研究生成就动机与自信的特点及其关系研究.吉林大学,2006
[37]田荷梅.员工工作价值观与组织公民行为、离职倾向的相关研究.西南大学,2006
[38]张晓林.领导风格与领导绩效关系探索-基于产权制度安排的分析.浙江工商大学, 2006
[39]李珍.领导行为有效性的实践研究.清华大学,2004
[40]董临萍.魅力型领导者的激励技巧分析.商业现代化,2006年10月总第481期
[41]董临萍.魅力型领导的愿景激励分析.企业活力,2006年第10期
[42] Boas Shamir and Jane M.Howell. Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly, 1999,Volume 10, Issue 2, 257-283.
[43] C. Shawn Burke,Kevin C. Stagl,Cameron Klein,Gerald F. Goodwin,Eduardo Salas,Stanley M. Halpin.What type of leadership behaviors are functional in teams? A meta-analysis.The Leadership Quarterly 17 (2006) 288–307
[44] Dana Yagil.University of Haifa.Charismatic Leadership and Organizational Hierarchy :Attribution of Charisma to Close and Distant Leaders. Leadership Quarterly, 9(2),161-176.
[45] Annebel H.B. De Hoogh, Deanne N. Den Hartog,Paul L. Koopman, Henk Thierry . Peter T. Van den Berg , Joost G. Van der Weide , Celeste P.M. Wilderom.Leader motives, charismatic leadership, and subordinates’work attitude in the profit and voluntary sector. The Leadership Quarterly 16 (2005) 17–38
[46] Viviane Seyranian, Michelle C. Bligh. Presidential charismatic leadership: Exploring the rhetoric of social change. The Leadership Quarterly 19 (2008) 54–76
[47] Jens Rowold , Kathrin Heinitz. Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS. The Leadership Quarterly 18 (2007) 121–133
[48] Eric Wang, Huey-Wen Chou, James Jiang. The impacts of charismatic leadership style on team cohesiveness and overall performance during ERP implementation. International Journal of Project Management 23 (2005) 173–180
[49] John J. Sosik. The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. The Leadership Quarterly 16(2005) 221–244
[50] Jeffery Scott Mio, Ronald E. Riggio, Shana Levin, Renford Reese. Presidential leadership and charisma: The effects of metaphor. The Leadership Quarterly 16 (2005) 287–294
[51] Mark G. Ehrhart, Katherine J. Klein. Predicting followers’preferences for charismatic leadership: the influence of follower values and personality. The Leadership Quarterly 12(2001) 153–179
[52] Chanoch Jacobsen, Robert J. House. Dynamics of charismatic leadership-A process theory, simulation model, and tests. The Leadership Quarterly 12(2001) 75–112
[53] Christine M. Shea, Jane M. Howell. Charismatic leadership and task feedback: A laboratory study of their effects on self-efficacy and task performance. Leadership Quarterly, 10(3), 375–396
[54] Michael Frese. Action training for charismatic leadership: Two evaluations of studies of a commerical training module on inspirational communication of a vision. Personnel Psychology, 2003, 56, 671-697
[55] Jay A. Conger, Rabindar N. Kanungo, Sanjay T. Menon. Charismatic leadership and follower effects. Journal of Organization Behavior. 2000, 21, 747-767
[56] Mansour Javidan, David A. Waldman. Exploring charismatic leadership in the public sector: Measurement and consequences. Public Administration Review, 2003, Vol 63, No.2
[57] Bass, B. M. (1999). On the taming of charisma: A reply to Janice Beyer. The Leadership Quarterly, 10, 541–553.
[58] Berson, Y., Shamir, B., Avolio, B. J., & Popper, M. (2001). The relationship between vision strength, leadership style, and content. The Leadership Quarterly, 12, 53–73.
[59] Conger, J. A., & Kanungo, R. N. (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA7 Sage.
[60] Gardner, W. L., & Avolio, B. J. (1998). The Charismatic Relationship: A dramaturgical perspective. Academy of Management Review, 23, 32–58
[61] House, R. J. (1999). Weber and neo-charismatic leadership paradigm: Aresponse to Beyer. The Leadership Quarterly, 10, 563–574.
[62] House, R. J., Spangler, W. D., & Woycke, J. (1991). Personality and charisma in the U.S. presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly, 36, 364–396.
[63] Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. In B. M. Staw, & L. L. Cummings (Eds.), Research in Organizational Behavior, vol. 12 (pp. 43–72) Greenwich, CT7 JAI Press.
[64] Bass, B. M. (1985). Leadership performance beyond expectations. New York: Academic Press
[65] B. M., & Avolio, B. J. (1989). Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologists Press.
[66] Boal, K. B., & Bryson, J. M. (1988). Charismatic leadership: A phenomenological and structural approach. In J. G. Hunt, B. R. Baliga, H. P. Dachler, & C. A. Schriesheim (Eds.), Emerging leadership vistas (pp. 11–28). Lexington, MA: D.C. Heath.
[67] Dow, T. E. (1969). The theory of charisma. Sociology Quarterly, 10, 306–318
[68] Eisenstadt, S. N. (1968). Max Weber:Oncharisma and institution building. Chicago: University of Chicago Press.
[69] Hater, J. J., & Bass, B. M. (1988). Supervisors’evaluations and subordinates’perceptions of transformational leadership. Journal of Applied Psychology, 73, 695–702.
[70] House, R. J., Woycke, J., & Fodor, E. M. (1988). Charismatic and noncharismatic leaders: Differences in behavior and effectiveness. In J. R. Conger & R. Kanungo (Eds.), Charismatic leadership (pp. 98–121) San Francisco: Jossey Bass.
[71] Sashkin, M. (1988). The visionary leader. In J. A. Conger & R. A. Kanungo (Eds.), Charismatic leadership: The elusive factor in organizational effectiveness (pp.122–160). San Francisco: Jossey-Bass.