本文關(guān)鍵詞： 共享型領(lǐng)導(dǎo) 團(tuán)隊(duì)創(chuàng)造力 個(gè)體創(chuàng)造力 團(tuán)隊(duì)績(jī)效　出處：《華中科技大學(xué)》2016年博士論文　論文類型：學(xué)位論文

【摘要】：知識(shí)經(jīng)濟(jì)時(shí)代,組織所處環(huán)境的復(fù)雜性和多變性日益增強(qiáng)。一方面,組織管理結(jié)構(gòu)的扁平化,使得以團(tuán)隊(duì)為基礎(chǔ)的管理模式成為組織發(fā)展的核心。另一方面,勞動(dòng)力本質(zhì)和欲望的變化,也使得員工對(duì)自身工作角色的期望越來(lái)越多元化,他們希望可以體驗(yàn)到更多樣化的工作角色。面對(duì)這些壓力,傳統(tǒng)自上而下的、單一的正式領(lǐng)導(dǎo)模式已經(jīng)無(wú)法很好地應(yīng)對(duì)組織內(nèi)部產(chǎn)生的大量信息,并對(duì)其進(jìn)行及時(shí)地處理、加工與傳遞,更無(wú)法對(duì)組織中的各類議題做出迅速而準(zhǔn)確的決策。在這種情況下,共享型領(lǐng)導(dǎo)這一由員工主動(dòng)參與、自主管理并相互領(lǐng)導(dǎo)的自下而上的非正式集體領(lǐng)導(dǎo)模式對(duì)提升團(tuán)隊(duì)產(chǎn)出和個(gè)體員工產(chǎn)出起著至關(guān)重要的作用。本論文以中國(guó)企業(yè)員工為樣本,采用實(shí)證研究方法探討了共享型領(lǐng)導(dǎo)這一非正式集體領(lǐng)導(dǎo)力對(duì)團(tuán)隊(duì)產(chǎn)出和個(gè)體產(chǎn)出的影響及其作用機(jī)制,不僅拓展與豐富了現(xiàn)有共享型領(lǐng)導(dǎo)的理論研究,彌補(bǔ)了以往研究的缺陷與不足,還為組織進(jìn)行團(tuán)隊(duì)管理與提升團(tuán)隊(duì)和個(gè)體效率提供了有價(jià)值的管理啟示。本論文首先對(duì)以往共享型領(lǐng)導(dǎo)的研究文獻(xiàn)進(jìn)行了回顧與總結(jié),共包括四個(gè)部分。第一部分梳理了共享型領(lǐng)導(dǎo)的概念內(nèi)涵、測(cè)量方法及其形成的理論基礎(chǔ)；第二部分總結(jié)了共享型領(lǐng)導(dǎo)的前因變量；第三部分對(duì)共享型領(lǐng)導(dǎo)的作用效果進(jìn)行了歸納：第四部分對(duì)共享型領(lǐng)導(dǎo)的中介機(jī)制和調(diào)節(jié)機(jī)制進(jìn)行了整理。此外,在對(duì)已有共享型領(lǐng)導(dǎo)文獻(xiàn)總結(jié)與歸納的基礎(chǔ)上,指出了以往研究存在的不足及局限性,提煉出了本論文的主要研究?jī)?nèi)容。以往大部分研究只探討了共享型領(lǐng)導(dǎo)對(duì)團(tuán)隊(duì)績(jī)效這一遠(yuǎn)端產(chǎn)出的影響,而缺乏對(duì)團(tuán)隊(duì)近端行為變量的影響研究。這不僅阻礙了對(duì)共享型領(lǐng)導(dǎo)為什么會(huì)提高團(tuán)隊(duì)產(chǎn)出的認(rèn)知,更限制了對(duì)共享型領(lǐng)導(dǎo)在團(tuán)隊(duì)內(nèi)部所激發(fā)的一系列積極團(tuán)隊(duì)產(chǎn)出的全面認(rèn)識(shí)。研究一考察了共享型領(lǐng)導(dǎo)對(duì)團(tuán)隊(duì)創(chuàng)造力這一近端團(tuán)隊(duì)行為的影響,以及團(tuán)隊(duì)信息交換和團(tuán)隊(duì)激情氛圍的中介作用,與環(huán)境不確定性的調(diào)節(jié)作用。通過(guò)對(duì)79個(gè)工作團(tuán)隊(duì)286名團(tuán)隊(duì)成員配對(duì)數(shù)據(jù)的實(shí)證分析,研究結(jié)果表明：共享型領(lǐng)導(dǎo)通過(guò)團(tuán)隊(duì)信息交換這一認(rèn)知性的中介機(jī)制對(duì)團(tuán)隊(duì)創(chuàng)造力的影響不顯著；共享型領(lǐng)導(dǎo)通過(guò)團(tuán)隊(duì)激情氛圍這一情感性的中介機(jī)制對(duì)團(tuán)隊(duì)創(chuàng)造力的影響顯著；環(huán)境不確定性會(huì)顯著地調(diào)節(jié)共享型領(lǐng)導(dǎo)與團(tuán)隊(duì)激情氛圍之間的關(guān)系,環(huán)境不確定性越高,共享型領(lǐng)導(dǎo)對(duì)團(tuán)隊(duì)激情氛圍的積極作用越顯著；環(huán)境不確定性會(huì)顯著地調(diào)節(jié)共享型領(lǐng)導(dǎo)通過(guò)團(tuán)隊(duì)激情氛圍對(duì)團(tuán)隊(duì)創(chuàng)造力的間接作用,環(huán)境不確定性越高,這一間接作用越顯著。由于共享型領(lǐng)導(dǎo)源于個(gè)體團(tuán)隊(duì)成員之間的社會(huì)交互,故而其在對(duì)團(tuán)隊(duì)創(chuàng)造力這一團(tuán)隊(duì)產(chǎn)出產(chǎn)生影響的同時(shí),也會(huì)影響個(gè)體成員自身的創(chuàng)造力水平。遺憾的是,鮮有研究同時(shí)探討共享型領(lǐng)導(dǎo)與個(gè)體產(chǎn)出和團(tuán)隊(duì)產(chǎn)出之問(wèn)的關(guān)系。在此基礎(chǔ)上,研究二考察了共享型領(lǐng)導(dǎo)對(duì)個(gè)體創(chuàng)造力的跨層次影響與作用機(jī)制,以及個(gè)體創(chuàng)造力與團(tuán)隊(duì)創(chuàng)造力之間的關(guān)系和如何將個(gè)體創(chuàng)造力有效地轉(zhuǎn)換為團(tuán)隊(duì)創(chuàng)造力。通過(guò)對(duì)64個(gè)工作團(tuán)隊(duì)和251名團(tuán)隊(duì)成員配對(duì)數(shù)據(jù)的實(shí)證分析,研究結(jié)果表明：個(gè)體角色寬度自我效能會(huì)中介共享型領(lǐng)導(dǎo)與個(gè)體創(chuàng)造力之間的關(guān)系；個(gè)體創(chuàng)造力均值會(huì)中介共享型領(lǐng)導(dǎo)與團(tuán)隊(duì)創(chuàng)造力之間的關(guān)系；個(gè)體導(dǎo)向的變革型領(lǐng)導(dǎo)會(huì)顯著調(diào)節(jié)共享型領(lǐng)導(dǎo)與個(gè)體角色寬度自我效能之間的積極關(guān)系；個(gè)體導(dǎo)向的變革型領(lǐng)導(dǎo)水平越高,共享型領(lǐng)導(dǎo)對(duì)個(gè)體角色寬度自我效能的積極作用越強(qiáng)；個(gè)體導(dǎo)向的變革型領(lǐng)導(dǎo)會(huì)顯著調(diào)節(jié)共享型領(lǐng)導(dǎo)與個(gè)體創(chuàng)造力均值之間的關(guān)系,個(gè)體導(dǎo)向的變革型領(lǐng)導(dǎo)水平越高,共享型領(lǐng)導(dǎo)對(duì)個(gè)體創(chuàng)造力均值的積極作用越強(qiáng)；團(tuán)隊(duì)導(dǎo)向的變革型領(lǐng)導(dǎo)會(huì)顯著調(diào)節(jié)個(gè)體創(chuàng)造力均值與團(tuán)隊(duì)創(chuàng)造力之間的關(guān)系,團(tuán)隊(duì)導(dǎo)向的變革型領(lǐng)導(dǎo)水平越高,個(gè)體創(chuàng)造力越容易被轉(zhuǎn)化為團(tuán)隊(duì)創(chuàng)造力。盡管現(xiàn)有大部分研究都探討了共享型領(lǐng)導(dǎo)與團(tuán)隊(duì)績(jī)效之間的關(guān)系,但并沒(méi)有一致的研究結(jié)論。研究發(fā)現(xiàn)共享型領(lǐng)導(dǎo)既可以促進(jìn)團(tuán)隊(duì)績(jī)效,也可以抑制團(tuán)隊(duì)績(jī)效,那么究竟在什么條件下共享型領(lǐng)導(dǎo)會(huì)對(duì)團(tuán)隊(duì)績(jī)效產(chǎn)生這樣的“雙刃劍”效應(yīng)卻鮮有研究涉及。研究三考察了共享型領(lǐng)導(dǎo)對(duì)團(tuán)隊(duì)績(jī)效產(chǎn)生差異化影響的作用機(jī)制。通過(guò)對(duì)64個(gè)工作團(tuán)隊(duì)和252名團(tuán)隊(duì)成員配對(duì)數(shù)據(jù)的實(shí)證分析,研究結(jié)果表明：領(lǐng)導(dǎo)角色配置、團(tuán)隊(duì)監(jiān)控和團(tuán)隊(duì)成員合作導(dǎo)向會(huì)分別顯著地調(diào)節(jié)共享型領(lǐng)導(dǎo)與團(tuán)隊(duì)績(jī)效之間的關(guān)系,即當(dāng)領(lǐng)導(dǎo)力在團(tuán)隊(duì)成員之間分布地比較均等時(shí),團(tuán)隊(duì)監(jiān)控水平和團(tuán)隊(duì)成員合作導(dǎo)向水平越高,共享型領(lǐng)導(dǎo)對(duì)團(tuán)隊(duì)績(jī)效的積極作用越顯著；反之,共享型領(lǐng)導(dǎo)對(duì)團(tuán)隊(duì)績(jī)效的正向影響不顯著,甚至為負(fù)。最后,本論文對(duì)三個(gè)子研究的研究結(jié)論進(jìn)行了歸納與總結(jié),并提出了本論文的局限性和不足,以及未來(lái)值得進(jìn)一步拓展的研究方向。
[Abstract]:The era of knowledge economy, the organizational environment of increasing complexity and variability. On the one hand, the flattening of the organizational management structure, which is based on team management model has become the core of organizational development. On the other hand, the change of labor nature and desire, but also makes more and expect employees to own work roles more diversified. They want to be able to experience more diverse roles. Facing these pressures, the traditional top-down, formal leadership single mode has been unable to cope well with large numbers of information generated, the timely processing, processing and transmission, but also unable to make all kinds of issues in the organization quickly and accurately. The decision. In this case, the shared leadership by the staff to participate in the initiative, independent management and leadership are bottom-up informal collective leadership model to enhance the team output and The individual output plays a vital role. In this paper, Chinese employees as samples, using empirical research methods to explore the influence of shared leadership in this informal collective leadership team output and individual output and its mechanism of action, not only broaden and enrich the theory of leadership for sharing, and disadvantages of previous studies the defect, also provides some valuable managerial implications for the organization of team management and enhance team and individual efficiency. This paper first reviewed and summarized the previous research literature sharing leadership, consists of four parts. The first part reviews the connotation of the concept of shared leadership, theory of measurement method and its formation; the second part summarizes the antecedents of shared leadership; the third part summarizes the effect of shared leadership: the fourth part of the total The intermediary and the mechanism of shared leadership adjustment mechanism is carried out. In addition, in the shared leadership foundation and summarizes the existing literature, points out the existing shortcomings and limitations of previous studies, summarizes the main contents of this thesis. Most of the previous studies only discuss the effect of shared leadership on team performance a remote output, and the lack of team proximal behavioral variables. This not only hindered the shared leadership why improve team output cognition, limiting the overall understanding of a series of positive output team shared leadership inspired within the team. The study investigated the shared leadership of the team the proximal creative team behavior influence, as well as the mediating role of information exchange and passion team team atmosphere, and the moderating effect of environmental uncertainty. Based on the work of the 79 team 286 Team members paired with empirical data, the results show that the impact of shared leadership exchange this cognitive intermediary mechanism through team information on team creativity is not significant; the shared leadership team through the intermediary mechanism of this exciting atmosphere of emotion on a team made significant impact force; environmental uncertainty significantly adjust the relationship between shared leadership and passion of team atmosphere, environmental uncertainty is high, the positive role of shared leadership on team passion atmosphere more significant; environmental uncertainty will significantly adjust the shared leadership team through passion atmosphere indirect effect on team creativity, environmental uncertainty is high, the indirect effect is more significant because of the shared leadership in between the individual team members of social interaction, so its impact on team creativity in this team output When will affect individual members of their own level of creativity. Unfortunately, few studies on the shared leadership and individual output and the relationship between team output. On this basis, research two investigated the effect of cross level sharing and leadership on individual creativity influence mechanism, and the relationship between individual creativity and team creativity and how individual creativity effectively converted to team creativity. Through the analysis of empirical data of 64 paired teams and 251 team members, the results of the study show that: the individual role breadth self-efficacy will mediating the relationship between shared leadership and individual creativity; individual creativity will mean the relationship between shared leadership and intermediary team creativity; individual oriented transformational leadership can significantly regulate the sharing of positive relationship between leadership and individual role breadth self-efficacy Individual oriented transformational leadership; the higher the level of shared leadership of the individual role of positive effect of self efficacy width is stronger; individual oriented transformational leadership will significantly adjust the relationship between shared leadership and individual creativity mean, transformational leadership level of individual oriented higher, stronger positive effect shared leadership on individual creativity mean; team oriented transformational leadership will significantly adjust the relationship between mean individual creativity and team creativity, team oriented transformational leadership level is higher, individual creativity more easily be transformed into team creativity. Although most of the existing studies have explored the relationship between shared leadership and team performance, but there is no consistent conclusion study found that the shared leadership can promote team performance, team performance can be suppressed, so under what conditions Under the shared leadership on team performance will have such a "double-edged sword" effect is rarely studied. To study three examines the sharing mechanism of leadership bring different influence on team performance. Through the analysis of empirical data of 64 paired teams and 252 team members, the results of the study show that: the leading role configuration. The monitoring team and team members will significantly adjust the cooperation oriented relationship between shared leadership and team performance, when the distribution of equal leadership among team members, team and team members work together to monitor the level orientation level is higher, the positive role of shared leadership on team performance is more significant; on the other hand, sharing positive influence of leadership on team performance is not significant, or even negative. Finally, the conclusion of study on three study in this thesis are summarized, and put forward in this paper Limitations and shortcomings, as well as future research direction should be further expanded.

【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級(jí)別】：博士
【學(xué)位授予年份】：2016
【分類號(hào)】：F272.92
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本文編號(hào)：1463433