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包容型领导对员工建言的影响机制探究

作者:润色论文网  来源:www.runselw.com  发布时间:2019/9/16 10:50:11  

摘要:近年来,随着我国经济改革进入深水期,市场不确定性的提高和企业间竞争压力的增大对企业发展提出了新的要求。组织群策群计、鼓励员工建言便显得尤为重要。领导作为组织中重要的角色之一,其人格特征与行为风格会影响员工的态度和行为。因此,强调尊重他人、善于听取下属意见的包容型领导受到广泛关注。已有研究发现包容型领导能够有效预测员工的建言行为,但其影响员工建言行为的作用机理仍不明晰,两者之间的影响机制有待进一步探讨。

本研究整合社会交换理论与社会学习理论,将领导-成员交换、建言效能感作为中介变量,构建包容型领导与建言行为的理论模型,以期深入揭示包容型领导影响员工建言行为的内在作用机制。为了检验上述研究模型,本研究基于270份高新技术企业领导者与员工的配对问卷调查,运用SPSS22.0、lisrel8.51等软件对数据进行相关性分析、回归分析以及结构方程建模等分析,考察了包容型领导对员工促进性建言与抑制性建言行为的影响机理,并比较分析了领导-成员交换和建言效能感的双重中介作用。

实证分析结果发现:包容型领导正向预测员工建言;领导-成员交换和建言效能感中介包容型领导影响建言行为的作用过程;领导-成员交换在包容型领导对员工抑制性建言行为的影响中发挥的中介效应显著强于建言效能感;建言效能感在包容型领导对员工促进性建言行为的影响中发挥的中介效应显著强于领导-成员交换。结论表明,虽然社会交换理论和社会学习理论都能解释包容型领导对员工建言行为的作用机制,但对不同类型的建言行为,两种理论的解释力有所差异。

本研究基于社会交换理论及社会学习理论,验证了包容型领导对员工建言的积极作用,丰富了包容型领导的后果研究。并引入领导-成员交换和建言效能感以解释包容型领导影响员工建言行为的作用过程,揭示了包容型领导影响员工建言的内在机制,为组织更好地促进员工建言实践提供了理论指导与决策启示。

In recent years, as China's economicreforms enter the "new normal" phase, the increase of marketuncertainty and the increasing pressure of competition among enterprises haveput forward new requirements for enterprise development. Under thiscircumstance, it is especially important to give full play to the wisdom ofemployees and encourage employees to contribute ideas and suggestions. As oneof the important roles in the organization, leadership personality and behaviorstyle will affect the attitudes and behaviors of employees. Therefore,inclusive leadership who emphasize respect for others and are good at listeningto their opinions are widely concerned by the practice community. Studies haveconfirmed that inclusive leadership has an important impact on the voicebehavior. However, the internal mechanism of the inclusive leadership'sinfluence on the employee voice behavior is still unclear, and the theoreticalrelationship between them needs to be further clarified.

This study integrates the theory of socialexchange and social learning, and discusses the relationship between inclusiveleadership and voice behavior, and constructs the theory model by introducingboth leadership-member exchange and voice efficacy as two mediators in order tofurther reveal the internal mechanism of inclusive leadership affecting voicebehavior. So as to examine the conceptual model, this paper collected the datathrough 270 questionnaire dyad-investigations into the leaders and theiremployees in hi-tech enterprise, and used correlation analysis, and usedcorrelation analysis, and structural equation modeling by SPSS 22.0 and LESREL8.51 and other software to test the relationship among inclusive leadership andvoice behavior which includes promotive and prohibitive voice. In addition,comparing the mediating effects of leader-member exchange and voice efficacybetween inclusive leadership and voice behavior.

Results of the regression analysis suggestthat: Inclusive leadership has a significant positive impact on voice behavior;both leader-member exchange and voice efficacy mediate the association ofinclusive leadership with voice behavior; the indirect of inclusive leadershipon promotive voice through leader-member exchange is less than that throughvoice efficacy; the indirect of inclusive leadership on prohibitive voicethrough voice efficacy is less than that through leader-member exchange. Theresults suggest that both social exchange and social learning theory canexplain the underlying mechanisms of inclusive leadership on employee voicebehavior, but the explanatory power of the two theories is different for twotypes of voice behavior.

This study chooses inclusive leadership asthe entry point to verify its positive impact on the voice behavior, thusenriching the research on the inclusive leadership effectiveness. This studyexplains the mechanism of how inclusive leadership exert impact on the voicebehavior through taking the leader-member exchange and voice efficacy asmediating variables, which reveals the mechanism of how inclusive leadershipwould cast impact on the voice behavior. Also, the results provide atheoretical basis and decision reference for the organization to enhance thevoice behavior.

关键词:包容型领导;建言行为;领导-成员交换;建言效能感

inclusive leadership; voice behavior;leader-member exchange;voice efficacy

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