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 .
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