變革型領導、授權感受與員工績效、組織公民行為之間的關係

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變革型領導、授權感受與員工績效、組織公民行為之間的關係

 

Author: 楊惠恒
Yang, Huiheng
Title: 變革型領導、授權感受與員工績效、組織公民行為之間的關係
Bian ge xing ling dao, shou quan gan shou yu yuan gong ji xiao, zu zhi gong min xing wei zhi jian de guan xi
The study on the relationship among transformational leadership, psychological empowerment, employee performance and organizational citizenship behavior
Degree: D.B.A.
Year: 2005
Subject: Hong Kong Polytechnic University -- Dissertations
Leadership
Department: Graduate School of Business
Pages: xix, 189 leaves : ill. ; 30 cm
Language: Chinese
InnoPac Record: http://library.polyu.edu.hk/record=b2065513
URI: http://theses.lib.polyu.edu.hk/handle/200/106
Abstract: Many domestic and foreign scholars have conducted the massive research on the transformational leadership, such as Bass and Avolio (1994); Dvir, Eden, Avolio and Shamir (1994); Howell and Avilio (1993); Lowe, Kroeck and Sivasubramaniam (1996); Yi Lianying (1989) and Che Liping (2001) and so on. All the research proved that the transformational leadership has connection to the high-level performance of staff, team and organization, which also has the remarkable positive influence. It obviously surpasses the transactional leadership. Moreover, it will directly improve the performance of the staff through enhanced Psychological Empowerment. But until now, no research has been conducted through quantified and all processes follow-up research on how the transformational leadership affect the performance of staffs by the middle variable. And there are still no sufficient theory and practical data or method available for transformational leadership training. Authors of this paper attempt to unveil how the transformational leadership improves the staff's performance through middle variable or Psychological Empowerment, besides its influence to their individual characters. At the same time, we try to find out all individual characters that the transformational leadership can have positive influence on. We try to unveil the impact of dedicate training program on transformational leadership behaviors and staff performance and how to implement the training efficiently. Systematically analysis was conducted on the relationship between the transformational leadership, Psychological Empowerment, staff performance and organizational citizenship behavior in order to find the operation principle of the transformational leadership to the staff achievements and the organizational citizenship behavior. The study shows that the transformational leadership can efficiently increase the staff's Psychological Empowerment influence and at the same time the transformational leaders exert their influence on the performance and organizational behavior of their staff. The theoretic hypothesis in this article is based on affluent reading and reference to existing literature in this field. Scientific and reasonable questionnaires are worked out based on the hypothesis and distributed to 615 staff working on the grass roots and their 100 supervisors in a state-run enterprise in China. Through these questionnaires, we got the data on the personal characteristics of those staff and their supervisors and also the variables on the transformational leader, their perception on the empowerment, performance and the organizational citizen behavior, which are finally analyzed by statistic methods to verify the pre-mentioned theoretic mode. After this, 60 supervisors are randomly selected and organized for the training on transformation leading behavior. Detail activity and evaluation plans have been laid out to supervise and guide those people to carry out their transformational behaviors in their daily work. Under the premise that what they have learned from the training has been applied in their leadership practice, we carried out the questionnaire survey again in these 100 grass-root working units three months later and made the comparative analysis on those data by statistic analysis methods. We did the follow-up study and analysis by using the second-time data and compared average value of those main variables between the controlled group and the testing group. The result drawn from the comparison is used as a theoretic basis to verify the above-mentioned theoretic hypothesis in order to get a more reliable and credible theoretic result. We also have a rewarding test and probe on the training and application of the transformational leadership in practice. Below are the conclusions drawn from this study: l.The credibility and conception effect of the questionnaire on transformational leaders have met the requirements of the survey by the result of analyzing the exploration, verifying and credibility factors of the effective transformational leadership ( e.g. prospective stimulation, individualized consideration, good-behavior example and leadership charisma) put forward by Li Chaoping(2003) . 2.The credibility and conception effect of the empowerment perception questionnaire has satisfied the requirements of the survey by the result of analyzing empowerment perception (e.g. meaning, capability, decision-making and influence) proposed by Spreitaer in 1995. 3.The credibility and the conception effect of the OCBI and OCBC questionnaires with small changes have satisfied the requirements of the survey by the result of analyzing the exploration, verifying and credibility factors put forward by Lee and Allen in 2000. 4.The transformation leaders have obviously positive influence on the empowerment perception of their subordinates. The empowerment perception also have positive influence on the staff's performance, OCBI and OCBO. The transformation leaders can exert their influence on the staff performance, OCBI and OCBC through staff's empowerment perception. 5.Executing the training on transformational leadership behavior can pronouncedly improve the capability of the transformational leaders, by which the staff's empowerment perception, performance and organizational behavior can be increased.

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