本文選題：石油企業(yè)　切入點(diǎn)：變革型領(lǐng)導(dǎo)行為　出處：《西南石油大學(xué)》2016年博士論文　論文類(lèi)型：學(xué)位論文

【摘要】：受?chē)?guó)際油價(jià)大幅下降的影響,石油行業(yè)正遭遇寒冬,企業(yè)效益呈“斷崖式”下滑狀態(tài),眾多石油企業(yè)處于虧損邊緣,生存和發(fā)展面臨挑戰(zhàn)。在低油價(jià)、低利潤(rùn)的市場(chǎng)環(huán)境條件下,一方面通過(guò)對(duì)自身進(jìn)行適當(dāng)?shù)馗母铩?chuàng)新,降低運(yùn)營(yíng)成本、提高經(jīng)營(yíng)效益已成為石油企業(yè)的“新常態(tài)”；另一方面員工作為企業(yè)內(nèi)部最為活躍的組織要素,具有較強(qiáng)的主觀能動(dòng)作用,在面臨一系列困難情況下,如何增強(qiáng)企業(yè)凝聚力,保證員工隊(duì)伍的穩(wěn)定性,并充分發(fā)揮員工的主體作用已成為石油企業(yè)必須思考的問(wèn)題。因此,在當(dāng)今復(fù)雜的市場(chǎng)環(huán)境下,以企業(yè)領(lǐng)導(dǎo)方式的改革創(chuàng)新為背景,理清變革型領(lǐng)導(dǎo)行為方式與組織凝集力之間的關(guān)系具有重要的理論和現(xiàn)實(shí)意義。本文以領(lǐng)導(dǎo)行為理論、社會(huì)交換理論為基礎(chǔ),根據(jù)現(xiàn)代領(lǐng)導(dǎo)行為以及組織凝聚力研究成果,并結(jié)合石油企業(yè)的實(shí)際,以石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織凝聚力影響機(jī)理為研究對(duì)象展開(kāi)相關(guān)研究。首先在對(duì)國(guó)內(nèi)外變革型領(lǐng)導(dǎo)行為、組織凝聚力相關(guān)文獻(xiàn)進(jìn)行梳理與分析基礎(chǔ)上,通過(guò)對(duì)我國(guó)典型石油企業(yè)內(nèi)部員工訪談來(lái)獲取有關(guān)變革型領(lǐng)導(dǎo)行為與組織凝聚力影響機(jī)理的基礎(chǔ)資料,運(yùn)用扎根理論梳理出變革型領(lǐng)導(dǎo)行為與組織凝聚力影響機(jī)理理論模型。其次在國(guó)內(nèi)外學(xué)者所開(kāi)發(fā)的變革型領(lǐng)導(dǎo)行為、組織凝聚力等量表的基礎(chǔ)上,結(jié)合我國(guó)石油企業(yè)的實(shí)際情況開(kāi)發(fā)出適用于我國(guó)石油企業(yè)變革型領(lǐng)導(dǎo)行為、組織凝聚力量表,其中變革型領(lǐng)導(dǎo)行為由領(lǐng)袖魅力、愿景激勵(lì)、智能激發(fā)、個(gè)性化關(guān)懷、文化引領(lǐng)5個(gè)維度組成,組織凝聚力由情感一致性、任務(wù)一致性、行為一致性、文化一致性4個(gè)維度組成；再次以我國(guó)典型石油企業(yè)的內(nèi)部員工為調(diào)查對(duì)象收集數(shù)據(jù),運(yùn)用相關(guān)統(tǒng)計(jì)方法,分析研究了我國(guó)石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織凝聚力的現(xiàn)狀,并對(duì)我國(guó)石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織凝聚力之間內(nèi)部作用機(jī)理進(jìn)行研究。研究結(jié)果顯示：石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織凝聚力之間存在正向影響關(guān)系,石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織凝聚力的情感一致性、任務(wù)一致性、行為一致性和文化一致性四個(gè)維度變量間均存在正向影響關(guān)系；組織認(rèn)同、組織信任、組織支持感在石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織凝聚力之間均具有部分中介作用：組織公平在石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織凝聚力之間起正向調(diào)節(jié)作用,組織公平在石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織信任之間具有正向的調(diào)節(jié)作用；而組織公平在石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織認(rèn)同之間以及石油企業(yè)變革型領(lǐng)導(dǎo)行為與組織支持感之間的調(diào)節(jié)作用未能得到驗(yàn)證。本文并將以上研究結(jié)論與非石油企業(yè)相關(guān)研究結(jié)論進(jìn)行了對(duì)比和分析�；谏鲜鲅芯拷Y(jié)論并結(jié)合我國(guó)石油企業(yè)現(xiàn)狀,提出了相應(yīng)的管理建議,為我國(guó)石油企業(yè)組織凝聚力的提升提供了思路。
[Abstract]:Affected by the sharp drop in the international oil price, the oil industry is experiencing a cold winter, and the enterprise benefit is in a "precipitous" decline state. Many oil enterprises are on the verge of losing money, and their survival and development are facing challenges. In the low profit market environment, on the one hand, through proper reform, innovation, and reduction of operating costs, On the other hand, as the most active organizational elements within the enterprise, employees have a strong subjective dynamic role. Under a series of difficult circumstances, how to enhance the cohesion of the enterprise, on the other hand, as the most active organizational elements within the enterprise, how to enhance the cohesion of the enterprise? To ensure the stability of the workforce and to give full play to the main role of the employees has become a problem that must be considered by oil enterprises. Therefore, under the complex market environment, the background is the reform and innovation of the enterprise leadership. It is of great theoretical and practical significance to clarify the relationship between transformational leadership behavior and organizational agglutination. Based on the theory of leadership behavior and the theory of social exchange, this paper bases on the research results of modern leadership behavior and organizational cohesion. Combined with the actual situation of petroleum enterprises, this paper takes the transformational leadership behavior and the influence mechanism of organizational cohesion as the object of study. Firstly, it makes a research on the transformational leadership behavior at home and abroad. On the basis of combing and analyzing the related documents of organizational cohesion, the paper obtains the basic information about transformational leadership behavior and the influence mechanism of organizational cohesion by interviewing the internal staff of typical petroleum enterprises in our country. The theoretical model of the influence mechanism of transformational leadership behavior and organizational cohesion is sorted out by using the rooted theory. Secondly, on the basis of the transformational leadership behavior and organizational cohesion scale developed by scholars at home and abroad, this paper puts forward a theoretical model of transformational leadership behavior and organizational cohesion. According to the actual situation of our country's petroleum enterprises, the transformational leadership behavior is developed, which can be applied to the transformational leadership behavior of our country's petroleum enterprises. The transformational leadership behavior is inspired by the charisma of leaders, inspired by vision, inspired by intelligence and individualized care. The organizational cohesion is composed of four dimensions: emotional consistency, task consistency, behavioral consistency and cultural consistency. By using relevant statistical methods, this paper analyzes and studies the current situation of transformational leadership behavior and organizational cohesion of petroleum enterprises in China. The internal mechanism between transformational leadership behavior and organizational cohesion of petroleum enterprises in China is studied. The results show that there is a positive relationship between transformational leadership behavior and organizational cohesion in petroleum enterprises. There is a positive relationship between the four dimensional variables of the transformational leadership behavior and organizational cohesion, including emotional consistency, task consistency, behavioral consistency and cultural consistency, organizational identity, organizational trust, organizational identity, organizational trust, organizational identity, organizational trust, organizational identity and organizational trust. The sense of organizational support plays a part intermediary role between transformational leadership behavior and organizational cohesion in petroleum enterprises: organizational equity plays a positive role in regulating the transformational leadership behavior and organizational cohesion of oil enterprises. Organizational fairness plays a positive role in regulating the transformational leadership behavior and organizational trust in oil enterprises; However, the regulatory role of organizational equity between transformational leadership behavior and organizational identity in petroleum enterprises and between transformational leadership behavior and organizational support sense in oil enterprises has not been verified. Based on the above conclusions and combined with the current situation of oil enterprises in China, The corresponding management suggestions are put forward, which provide ideas for the promotion of the cohesive force of petroleum enterprises in our country.
【學(xué)位授予單位】：西南石油大學(xué)
【學(xué)位級(jí)別】：博士
【學(xué)位授予年份】：2016
【分類(lèi)號(hào)】：F426.22;F272.91

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