分公司總經理的領導行為與團隊績效 : 領導班子的凝聚力、創新氛圍以及團隊效能的中介作用

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分公司總經理的領導行為與團隊績效 : 領導班子的凝聚力、創新氛圍以及團隊效能的中介作用

 

Author: 沈明才
Shen, Mingcai
Title: 分公司總經理的領導行為與團隊績效 : 領導班子的凝聚力、創新氛圍以及團隊效能的中介作用
Fen gong si zong jing li de ling dao xing wei yu tuan dui ji xiao : ling dao ban zi de ning ju li, chuang xin fen wei yi ji tuan dui xiao neng de zhong jie zuo yong
Leadership behaviors and team performance: the mediating effect of coorperative climate, innovative climate and group potency
Degree: D.Mgt.
Year: 2008
Subject: Hong Kong Polytechnic University -- Dissertations.
Leadership.
Teams in the workplace.
Department: Graduate School of Business
Pages: viii, 97 leaves : ill., charts ; 30 cm.
Language: Chinese
InnoPac Record: http://library.polyu.edu.hk/record=b2291126
URI: http://theses.lib.polyu.edu.hk/handle/200/4715
Abstract: The traditional Chinese "manage by people" culture means leaders play a critical role for Chinese organizations. Leaders are particularly required to effectively lead their followers to adjust to environmental changes because the current Chinese society and economy are in transition. The study aims to examine the effectiveness of two leadership styles: the western transformational leadership, as well as the local paternalistic leadership theory on team level of analysis, and further explore the potential mediators through which leaders can make a difference. We frame the study as follows. First, we reviewed the history and development of these two leadership theories. We synthesized research conclusions about the influence of leaders on organizational performance, especially those conclusions of some main meta-analytical studies. We then move forward to potential mediators between leader behavior and team performance. Drawn from previous literature and results of some field studies, we proposed that team potency, team innovative climate, and team cohesiveness might mediate the influence of these two kinds of leader behavior. We formed corresponding hypotheses based on these analyses. The empirical context for the study is within a large Chinese state-owned enterprise in the telecom industry. This enterprise contains 113 county-level business-units, each of them is managed by a general manager and a management team. The 566 members of these management teams were asked to rate the measures transformational leadership and paternalistic leadership, team potency, team innovative climate, and team cohesiveness. The performance was rated by the upper-level administrators of the general managers because part of their job responsibility is to monitor the performance of the business units. Following the standardized procedures of testing mediation, we conducted the statistical work with regression method at the team level of analysis. Our data show that (1) the transformational leadership behavior exerts a positive influence on the team performance, whereas (2) the paternalistic leadership behavior does not have significant influence on team performance, and (3) team potency fully mediated the impact of transformational leadership on unit performance. When team potency was included in the model as a mediator, the effects of the others two potential mediators, team innovative climate and team cohesiveness, were not significant. The statistical results suggest the existence of the positive effects from transformational leadership, rather than paternalistic leadership to unit performance in Chinese organizations. Because Chinese leaders usually lead by their power, this conclusion means they should reflect whether they are adopting the right way to effective leadership. Furthermore, the study highlighted the critical role of management team in this process. Our data show that at least within the current enterprise, transformational leaders matter only when they are able to promote the levels of team potency. Our research supports and expands the knowledge body of transformational leadership theory, as well as contributes to the management practices of Chinese enterprises.

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