伴随着授权型领导理论研究的不断深入，学术界逐渐从授权型领导的作用
机制研究转向授权型领导的影响研究，但目前学术界在该领域的研究成果还相
对单一、零散，主要从管理者自身视角出发进行研究。本研究基于中国情境，
采用扎根理论研究方法，构建了管理者授权型领导行为的“我能（I can）”、“我
愿（I am willing to）”、“我该（I should）”影响因素模型（即 CWS 模型）
在 CWS 影响因素模型的基础上，根据中国传统的“德才观”，检验员工的“德”
（员工伦理行为）和“才”（员工工作绩效）与管理人员授权型领导行为的关
系
笔者在福建厦门、泉州、福州等地对 11 家高星级饭店的 420 名普通员工和
他们的管理人员进行了问卷调查，检验笔者的概念模型与各个假设。310 份管理
人员与员工的配对问卷的数据分析结果表明：（1）员工的伦理行为和员工的工
作绩效都对管理者的授权型领导行为有显著的正向影响，并且管理者对员工的
信任感部分中介了二者之间的关系；（2）管理者的权力地位风险考量调节了管
理者对员工的信任感与授权型领导行为之间的关系。在管理者权力地位风险考
量较低的情况下，管理者对员工的信任感与授权型领导行为之间的正相关关系
更强
笔者根据定性和定量研究结果为企业培养授权型领导者提出了四点建议：
（1）建立、健全考核监督机制，防止员工滥用权力；（2）加强对员工的培训，
提高其各方面的能力；（3）建立管理人员与员工间的信任关系；（4）营造良
好的授权环境。最后阐述本研究的结论、贡献、不足之处以及学术界的未来研
究方向。II
关键词：“德”与“才” 授权型领导行为 CWS 模型 管理者对员工的信任
感 权力地位风险考量III
Abstract
In today&39;s increasingly competitive society, empowering is not only a common
management method used by organizational managers, but also an important means
that can enhance competitiveness of organizations. The important difference between
empowering leadership and other types of leadership (e.g. transformational leadership,
supportive leadership, transactional leadership, etc.) is that empowering leaders pay
more attention to sharing power with subordinates in order to help subordinates
self-lead themselves, make autonomous decisions and finish jobs independently. To
improve flexibility, efficiency and their competitiveness, enterprises need to cultivate
empowering leaders with a sense of power sharing and willingness to display
empowering behavior.
The academia has gradually shifted her researching focus from the influencing
mechanism of empowering leadership to the antecedents of empowering leadership,
but at present the research on antecedents of empowering leadership is relatively
single and scattered, mainly from the perspective of managers. In the context of
China, this study took rooted theoretical research method and constructed a CWS (“I
can”, “I am willing to”, “I should”) model to define the influencing factors of
empowering leadership behavior-. Based on CWS model and according to Chinese
traditional view on“ethics” and “ability”, this study tested the relationship between
employee&39;s ethics (employee&39;s ethical behavior), “ability” ( employee&39;s job
performance) and empowering leadership behavior.
The author tested the hypotheses proposed in the conceptual model using data
collected from 420 employees and their supervisors in 11 hotels in Xiamen,
Quanzhou, Fuzhou, Which are located in Fujian Province. The results of data analysis
indicated that (1)Employees’ ethical behavior and job performance have significant
positive effect on empowering leadership behavior, and leader’s trust in employees
partially mediates the relationship between them; (2) The leader’s power risk
considerations moderates the relationship between leader’s trust in employees andIV
empowering leadership behavior. That is, in the case of low power risk
considerations, there has a stronger positive relationship between leader’s trust in
employees and empowering leader behavior.
According to the qualitative and quantitative research, this study puts forward
four suggestions about how to cultivate empowering leadership for enterprises: (1) to
establish and improve the supervision mechanism, prevent the abuse of employee&39;s
power; (2) to strengthen staff training, and improve employee’s ability in all aspects;
(3) to establish a trust relationship between leaders and subordinates; (4) to create a
good environment for empowering. Finally, a discussion of the findings, a summary
of conclusions, a statement of the theoretical contribution, managerial implication,
and the limitations of the present study, and suggestions for future research.
Key Words: Ethics and ability Empowering leader behavior CWS model
Leader’s trust in employees Power risk considerationsV
目 录
第 1 章 绪论 .......1
1.1 研究背景.....1
1.1.1 现实背景.1
1.1.2 理论背景.1
1.2 研究目的.....2
1.3 研究意义.....2
1.3.1 理论意义.2
1.3.2 实践意义.3
1.4 技术路线及研究方法.......4
1.4.1 技术路线.4
1.4.2 研究方法.4
1.5 研究创新之处.5
第 2 章 文献综述 ...7
2.1 授权型领导...7
2.1.1 授权型领导基本理论...7
2.1.2 授权型领导的概念.....7
2.1.3 授权型领导的维度与计量方法.......8
2.1.4 授权型领导的影响因素.9
2.1.5 授权型领导的作用....11
2.2 员工的“德”、“才”与信任感........12
2.2.1 “德才”观..........12
2.2.2 员工的“德”、“才”与员工伦理行为、工作绩效的关系......14
2.2.3 信任感的影响因素与作用..........15
2.2.4 现有相关研究的不足之处..........16
2.3 权力地位风险考量........17
2.3.1 权力地位风险考量的概念..........17
2.3.2 权力地位风险考量与授权型领导的关系..........17VI
2.4 现有研究对本研究的启示..18
第 3 章 授权型领导的影响因素研究 ..........19
3.1 研究设计....19
3.1.1 研究方法19
3.1.2 资料搜集与整理......19
3.2 授权型领导影响因素模型建构..........20
3.2.1 开放式编码..........20
3.2.2 主轴式编码..........22
3.2.3 选择式编码..........23
3.2.4 信度与效度检验......23
3.3 影响因素模型阐释........24
3.3.1 领导者的授权能力（“我能”）....24
3.3.2 领导者授权的主观意愿（“我愿”）25
3.3.3 环境对授权的要求（“我该”）....26
3.4 研究结论....27
第 4 章 概念模型与假设 ........29
4.1 概念模型....29
4.2 立论依据与假设..........30
4.2.1 员工伦理行为、工作绩效与管理者授权型领导行为的关系......30
4.2.2 员工伦理行为、工作绩效与管理者对员工的信任感的关系......31
4.2.3 管理者对员工的信任感的中介作用..31
4.2.4 员工工作绩效的调节作用..........33
4.2.5 管理者权力地位风险考量的调节作用34
第 5 章 研究设计 ..35
5.1 变量的操作性定义与测量..35
5.1.1 员工伦理行为........35
5.1.2 员工工作绩效........35
5.1.3 管理者对员工的信任感36
5.1.4 授权型领导行为......36
5.1.5 管理者权力地位风险考量..........36VII
5.2 问卷设计与问卷测试......36
5.2.1 变量信度分析........37
5.2.
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