氏 名 ： YuLiu （劉宇）
論文題目：官i
e
o
r
e
t
i
c
a
lReviewandE
m
p
i
r
i
c
a
lA
n
a
l
y
s
i
so
ft
h
eImpacto
fLeadership
BehaviorsonEmployeeA
t
t
i
t
u
d
ei
nChineseSMEs （中国の中小企業におけるリーダーシ
ップが従業員の態度に与える影響の理論的検討と実証分析）
区分：甲
論文内容の要旨
Int
h
el
a
s
tfewd
e
c
a
d
e
s
,t
h
et
h
e
o
r
yo
fl
e
a
d
e
r
s
h
i
phasbecomeah
o
t
s
p
o
ti
nt
h
ef
i
e
l
do
f
management and o
r
g
a
n
i
z
a
t
i
o
n
a
lb
e
h
a
v
i
o
r
. In p
a
r
t
i
c
u
l
a
r
,t
h
r
e
et
y
p
e
so
fl
e
a
d
e
r
s
h
i
p
b
e
h
a
v
i
o
r have been s
u
g
g
e
s
t
e
da
s mainstream. F
i
r
s
t
,t
r
a
n
s
f
o
r
m
a
t
i
o
n
a
ll
e
a
d
e
r
s
h
i
p
enhancest
h
em
o
t
i
v
a
t
i
o
n
,m
o
r
a
l
e
,andperformanceo
ff
o
l
l
o
w
e
r
sthrought
h
ec
h
a
r
i
s
m
a
,
i
n
t
e
l
l
e
c
t
u
a
ls
t
i
m
u
l
a
t
i
o
n
,i
n
d
i
v
i
d
u
a
l
i
z
e
dc
o
n
s
i
d
e
r
a
t
i
o
n
,andi
n
s
p
i
r
a
t
i
o
n
a
lm
o
t
i
v
a
t
i
o
no
f
t
h
el
e
a
d
e
r
.S
e
c
o
n
d
,t
r
a
n
s
a
c
t
i
o
n
a
ll
e
a
d
e
r
s
h
i
p promotes t
h
e compliance o
ff
o
l
l
o
w
e
r
s
throughbothrewards andpunishments. F
i
n
a
l
l
y
,p
a
t
e
r
n
a
l
i
s
t
i
cl
e
a
d
e
r
s
h
i
p combines
s
t
r
o
n
gd
i
s
c
i
p
l
i
n
eanda
u
t
h
o
r
i
t
ywithf
a
t
h
e
r
l
yb
e
n
e
v
o
l
e
n
c
e
.Thoughs
c
h
o
l
a
r
shavebased
manyg
r
e
a
tachievementsont
h
et
h
r
e
et
y
p
e
so
fl
e
a
d
e
r
s
h
i
pb
e
h
a
v
i
o
r
,weknowl
i
t
t
l
e
about what kind o
fl
e
a
d
e
r
s
h
i
pb
e
h
a
v
i
o
ri
s most e
f
f
e
c
t
i
v
ei
n Chinese Small and
Medium-sizedE
n
t
e
r
p
r
i
s
e
s(SMEs).
Basedont
h
et
h
e
o
r
e
t
i
c
a
ll
i
m
i
t
a
t
i
o
n
s
,twomainq
u
e
s
t
i
o
n
sa
r
eworthyo
fe
x
p
l
o
r
a
t
i
o
n
:
What t
y
p
eo
fl
e
a
d
e
r
s
h
i
pb
e
h
a
v
i
o
ri
se
f
f
e
c
t
i
v
ei
n Chinese SMEs? What kind o
f
o
r
g
a
n
i
z
a
t
i
o
n
a
lc
u
l
t
u
r
ecans
t
r
e
n
g
t
h
e
nt
h
ep
o
s
i
t
i
v
eimpacto
fl
e
a
d
e
r
s
h
i
pb
e
h
a
v
i
o
ron
employeea
t
t
i
t
u
d
e
?
Toanswert
h
e
s
eq
u
e
s
t
i
o
n
s
,twomethodsa
r
ea
p
p
l
i
e
d
:t
h
e
o
r
e
t
i
c
a
lreviewande
m
p
i
r
i
c
a
l
a
n
a
l
y
s
i
s
.
Int
h
et
h
e
o
r
e
t
i
c
a
lr
e
v
i
e
w
,t
h
i
sr
e
s
e
a
r
c
hc
o
n
c
e
p
t
u
a
l
i
z
e
st
h
r
e
et
y
p
e
so
fl
e
a
d
e
r
s
h
i
p
b
e
h
a
v
i
o
r
sandc
a
t
e
g
o
r
i
z
e
sf
o
u
rs
t
y
l
e
so
fo
r
g
a
n
i
z
a
t
i
o
n
a
lc
u
l
t
u
r
e(
g
r
o
u
p
,d
e
v
e
l
o
p
m
e
n
t
a
l
,
h
i
e
r
a
r
c
h
i
c
a
l
,andr
a
t
i
o
n
a
l
)ont
h
eb
a
s
i
so
fCompetingValuesFramework.Employees'j
o
b
s
a
t
i
s
f
a
c
t
i
o
n
,t
u
r
n
o
v
e
ri
n
t
e
n
t
i
o
n
,o
r
g
a
n
i
z
a
t
i
o
n
a
l commitment, and work e
f
f
o
r
ta
r
e
i
n
t
r
o
d
u
c
e
dt
od
e
f
i
n
et
h
etermemployeea
t
t
i
t
u
d
e
.Basedont
h
e
s
ec
o
n
c
e
p
t
u
a
l
i
z
a
t
i
o
n
s
,t
h
i
s
d
i
s
s
e
r
t
a
t
i
o
nd
e
v
e
l
o
p
s hypotheses about t
h
ei
n
f
l
u
e
n
c
eo
ft
h
r
e
et
y
p
e
so
fl
e
a
d
e
r
s
h
i
p
b
e
h
a
v
i
o
ronemployeea
t
t
i
t
u
d
e
.Ina
d
d
i
t
i
o
n
,hypothesesr
e
g
a
r
d
i
n
gt
h
emoderatinge
f
f
e
c
t
o
fo
r
g
a
n
i
z
a
t
i
o
n
a
lc
u
l
t
u
r
eont
h
ee
f
f
e
c
t
i
v
e
n
e
s
so
fl
e
a
d
e
r
s
h
i
phavea
l
s
obeenp
r
o
p
o
s
e
d
.
Majorhypothesesi
n
c
l
u
d
et
h
ef
o
l
l
o
w
i
n
g
:
(
1
) In Chinese SMEs, t
r
a
n
s
f
o
r
m
a
t
i
o
n
a
ll
e
a
d
e
r
s
h
i
pi
n
c
r
e
a
s
e
se
m
p
l
o
y
e
e
s
'j
o
b
s
a
t
i
s
f
a
c
t
i
o
n
,o
r
g
a
n
i
z
a
t
i
o
n
a
lcommitment,andworke
f
f
o
r
t
,butd
e
c
r
e
a
s
e
st
h
e
i
rt
u
r
n
o
v
e
r
i
n
t
e
n
t
i
o
n
.
(
2
)InChineseSMEs,t
r
a
n
s
a
c
t
i
o
n
a
ll
e
a
d
e
r
s
h
i
pd
e
c
r
e
a
s
e
se
m
p
l
o
y
e
e
s
'j
o
bs
a
t
i
s
f
a
c
t
i
o
n
,
o
r
g
a
n
i
z
a
t
i
o
n
a
lcommitment,andworke
f
f
o
r
t
,buti
n
c
r
e
a
s
e
st
h
e
i
rt
u
r
n
o
v
e
ri
n
t
e
n
t
i
o
n
.
(
3
)InChineseSMEs,p
a
t
e
r
n
a
l
i
s
t
i
cl
e
a
d
e
r
s
h
i
pi
n
c
r
e
a
s
e
se
m
p
l
o
y
e
e
s
'j
o
bs
a
t
i
s
f
a
c
t
i
o
n
,
o
r
g
a
n
i
z
a
t
i
o
n
a
lcommitment,andworke
f
f
o
r
t
,butd
e
c
r
e
a
s
e
st
h
e
i
rt
u
r
n
o
v
e
ri
n
t
e
n
t
i
o
n
.
(
4
)I
n Chinese SMEs, the e
f
f
e
c
to
fp
a
t
e
r
n
a
l
i
s
t
i
cl
e
a
d
e
r
s
h
i
p on e
m
p
l
o
y
e
e
s
'j
o
b
s
a
t
i
s
f
a
c
t
i
o
ni
sr
e
i
n
f
o
r
c
e
dwhent
h
ef
i
r
mi
sundert
h
eg
r
o
u
p
,h
i
e
r
a
r
c
h
i
c
a
landr
a
t
i
o
n
a
l
c
u
l
t
u
r
ebackground.
Ine
m
p
i
r
i
c
a
la
n
a
l
y
s
i
s
,asurveywasconductedt
oc
o
l
l
e
c
td
a
t
afrom23SMEsi
nt
h
e
Wuhouh
i
g
h
t
e
c
hi
n
d
u
s
t
r
i
a
ldevelopmentzonei
nChengdu,SichuanP
r
o
v
i
n
c
e，仕omMay
1
6t
o June 1
6
,2
0
1
2
. The r
e
s
e
a
r
c
h
e
ri
n
i
t
i
a
l
l
yd
i
s
t
r
i
b
u
t
e
dq
u
e
s
t
i
o
n
n
a
i
r
e
st
o 700
p
a
r
t
i
c
i
p
a
n
t
si
n 23 SMEs. Then I c
o
l
l
e
c
t
e
dq
u
e
s
t
i
o
n
n
a
i
r
e
sd
i
r
e
c
t
l
y 仕om t
h
e
s
e
p
a
r
t
i
c
i
p
a
n
t
s
. A
f
t
e
r e
l
i
m
i
n
a
t
i
n
g u
n
f
i
n
i
s
h
e
d and s
c
r
a
t
c
h q
u
e
s
t
i
o
n
n
a
i
r
e
s
, 515
q
u
e
s
t
i
o
n
n
a
i
r
e
swerecompletedandu
s
a
b
l
e
.Dataa
n
a
l
y
s
i
sf
o
l
l
o
w
e
dt
h
r
e
es
t
e
p
s
.F
i
r
s
t
,
t
h
es
t
a
t
i
s
t
i
c
a
lmethodso
fr
e
l
i
a
b
i
l
i
t
yandf
a
c
t
o
ra
n
a
l
y
s
i
swereusedt
ot
e
s
tt
h
er
e
l
i
a
b
i
l
i
t
y
andv
a
l
i
d
i
t
yo
ft
h
eq
u
e
s
t
i
o
n
n
a
i
r
e
.S
e
c
o
n
d
,c
o
r
r
e
l
a
t
i
o
na
n
a
l
y
s
i
swasa
p
p
l
i
e
dt
ocheckf
o
r
m
u
l
t
i
c
o
l
l
i
n
e
a
r
i
t
yproblemsbetweenv
a
r
i
a
b
l
e
susedi
nt
h
er
e
g
r
e
s
s
i
o
n
.Basedont
h
e
s
e
a
n
a
l
y
s
e
s
,r
e
g
r
e
s
s
i
o
na
n
a
l
y
s
e
swereconductedt
ot
e
s
tt
h
ec
a
u
s
a
lr
e
l
a
t
i
o
n
s
h
i
p
si
nt
h
e
h
y
p
o
t
h
e
s
e
s
.
A
n
a
l
y
s
i
sr
e
s
u
l
t
ss
u
p
p
o
r
tmosto
ft
h
eh
y
p
o
t
h
e
s
e
s
,andtwomajorf
i
n
d
i
n
g
shavebeen
a
c
h
i
e
v
e
d
.Thef
i
r
s
tf
i
n
d
i
n
gr
e
v
e
a
l
st
h
a
tp
a
t
e
r
n
a
l
i
s
t
i
cl
e
a
d
e
r
s
h
i
pi
smoree
f
f
e
c
t
i
v
ethan
t
r
a
n
s
f
o
r
m
a
t
i
o
n
a
landt
r
a
n
s
a
c
t
i
o
n
a
ll
e
a
d
e
r
s
h
i
pi
nSMEso
fi
n
l
a
n
dC
h
i
n
a
.Thesecond
i
n
d
i
c
a
t
e
st
h
a
tt
h
eg
r
o
u
p
,d
e
v
e
l
o
p
m
e
n
t
a
l
,andh
i
e
r
a
r
c
h
i
c
a
lc
u
l
t
u
r
ecans
t
r
e
n
g
t
h
e
nt
h
e
p
o
s
i
t
i
v
eimpacto
fl
e
a
d
e
r
s
h
i
pb
e
h
a
v
i
o
ronemployeea
t
t
i
t
u
d
ei
nSMEso
fi
n
l
a
n
dC
h
i
n
a
.
Thesef
i
n
d
i
n
g
sp
r
o
v
i
d
eimportanti
m
p
l
i
c
a
t
i
o
n
s
.F
i
r
s
t
,t
h
i
sd
i
s
s
e
r
t
a
t
i
o
ni
n
c
r
e
a
s
e
sour
understandingo
ft
h
ee
f
f
e
c
t
i
v
e
n
e
s
so
fd
i
f
f
e
r
e
n
tl
e
a
d
e
r
s
h
i
ps
t
y
l
e
si
nChineseSMEs.
S
e
c
o
n
d
,t
h
i
sd
i
s
s
e
r
t
a
t
i
o
nt
a
k
e
so
r
g
a
n
i
z
a
t
i
o
n
a
lc
u
l
t
u
r
ea
samoderatort
od
e
t
e
c
ti
t
s
i
n
f
l
u
e
n
c
eont
h
eimpacto
fl
e
a
d
e
r
s
h
i
pb
e
h
a
v
i
o
ronemployeea
t
t
i
t
u
d
e
.
A
l
li
na
l
l
,Ib
e
l
i
e
v
et
h
a
tt
h
e
s
ei
m
p
l
i
c
a
t
i
o
n
ss
t
i
m
u
l
a
t
ef
u
t
u
r
er
e
s
e
a
r
c
hone
f
f
e
c
t
i
v
e
l
e
a
d
e
r
s
h
i
pb
e
h
a
v
i
o
randh
e
l
pl
e
a
d
e
r
so
fC
h
i
n
e
s
e
'SMEse
s
t
a
b
l
i
s
hap
r
o
p
e
ro
r
g
a
n
i
z
a
t
i
o
n
a
l
c
u
l
t
u
r
eandmanageemployeese
f
f
e
c
t
i
v
e
l
y
.