关键词:魅力型领导个体绩效群体绩效国家文化维度元分析
I
ABSTRACT
ABSTRACT
Since reform and opening up of China and the accession to the WTO, the degree
of market opening has been further deepened. Based on the challenges of
internationalization of production factors and product competition, and the need to
study of advanced management concepts of excellent enterprises, a great number of
experts and scholars have carried out research on foreign economic management theory
based on Chinese culture. One important aspect is research on the effectiveness of
leadership. Since 2000, domestic scholars have done a lot of research on the
effectiveness of charismatic leadership in leadership style. In Western countries, since
House 1976 put forward the theory of charismatic leadership, it has received the
attention of scholars. A large number of studies in the West have validated the
effectiveness of charismatic leadership. Charismatic leaders have a challenging vision,
they are extremely sensitive to the environment and the need of subordinates, result
with subordinates’ high degree of recognition and imitation of their charismatic leaders.
Higher organizational identification and organizational commitment are conducive to
the achievement of organizational goals. However, there are also concerns about the
negative impact of charismatic leadership, scholars questioned of charismatic leader1 s
self-confidence and subordinates5 loyalty may develop into excessive self-confidence
and blind worship, thus adverse to organization and performance. So, what is the
relationship between leadership style and performance, whether positive or negative
Is there a difference of effectiveness between the Confucian culture and its native
Western countries Is it more effective in Confucian culture or less effective And, what
the relationship like between different cultural dimensions and effectiveness of
charismatic leadership
Since the doubts above and drive by the contingency theory of leadership, we
propose that there should be inconsistent correlation between charismatic leadership
behavior and performance in different national cultural background, and develop
national cultural dimension to moderate the relationship between charismatic
leadership behavior and individual performance and group performance. Based on the
method of meta-analysis, 69 valid papers containing 14661 samples were quantitatively
analyzed. The research results partially support the proposed hypothesis. In particular,
the relationship between charismatic leadership and individual performance and group
level performance is positive. The correlation between charismatic leadership and
in
ABSTRACT
individual performance and group performance in Confucian culture is higher than that
of Anglo culture. The study focuses on the moderation of Hofstede^ national cultural
dimension on the relationship between charismatic leadership and performance. The
results show that power distance, uncertainty avoidance, masculinity, long-term
orientation moderate the relationship between charismatic leadership and individual
performance; and power distance, uncertainty avoidance, individualism, long-term
orientation moderate the relationship between charismatic leadership and group
performance.
Keywords: charismatic leadership; individual performance; group performance;
national cultural dimensions; meta-analysis
IV ^
目录
m ^ I
ABSTRACT
Ill
第1章绪论1.1研究背景及问题提出1.2研宄目的1.3方法路线1.4论文结构1.5研宄可能的创新点第2章文献综述2.1魅力型领导评述2. 1. 1魅力型领导的定义2_ 1_ 2魅力型领导的有效性研究2. 1.3魅力型领导的相关影响因素2.1.4魅力型颌导的维度与测量2.2领导权变理论概述2. 2_ 1领导权变理论2. 2_ 2 Fiedler领导权变理论2. 3绩效理论评述2. 3.1个体绩效评述2.3.2团队绩效评述2. 3. 3组织绩效评述2. 4 Hofstede国家文化维度2.4. 1权力距离2. 4. 2个人主义/集体主义2.4.3不确定性规避2.4.4男性气质/女性气质2. 4_ 5长期导向/短期导向\/ I
目录
第3章研宄假设的提出3. 1主效应假设的提出3. 1. 1魅力型领导与个体绩效的关系3. 1.2魅力型领导与群体绩效的关系3.2调节效应假设的提出3.2.1研究设计调节魅力型领导与绩效的关系3.2.2区域文化和文化维度调节魅力型领导与绩效的关系第4章研宄设计
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4. 1文献搜集与筛选
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4.2数据编码
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4.3研宄方法
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第5章研宄结果
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5. 1主效应检验结果
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5.2调节效应检验结果
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5.2. 1分类变量的调节分析
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5. 2. 2连续变量的调节分析
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第6章研宄结论与讨论
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6. 1研究讨论
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6. 2管理启示
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6. 3研宄局限与展望
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参考文献
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致谢 48
在校期间发表论文及科研项目经历
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第1章绪论
第1章绪论
1.1研究背景及问题提出
随着改革开放以及加入WTO,市场开放程度进一步加深,我国企业面临的
竞争环境发生了改变,国内与国际竞争并存:国有企业体制改革、私营企业异军
突起、国外优秀企业长驱直入;生产要素、产品竞争日益国际化。各行各业的国
际巨头都凭借着高品质的产品和服务角逐国际市场,我国企业国际化开始的较晚,
对国外顾客的需求缺乏系统的认识,这样的竞争背景下,我国企业应如何抓住当
前的机遇如何保持并提高企业绩效,以求在竞争中立于不败之地这一切目标
的实现无一不依赖于组织内部员工的力量,员工乃是产品和服务的最终生产者和
提供者。因此,全球化竞争归根结底是企业员工素质的竞争,如何吸引和留住优
秀的员工,领导者的影响不容忽视;如何激励员工实现更高的绩效,除了其个人
因素,领导者的影响也不容忽视。竞争日益激烈的环境下,领导者对企业的影响
尤为显著
在西方,学者们更早就开始了探索外部环境激烈、存在较大不确定性下的领
导有效性理论。早在1976年,House提出了魅力型领导理论,认为当组织处于
不确定性环境中时,魅力型领导者能够提出具有挑战性的愿景,对环境极为敏感,
具有强烈的影响和支配他们的欲望,表现出高度自信,并以身作则,树立榜样,
下属对魅力型领导则会表现出高度的认同并模仿其行为、具有较高的组织认同和
组织承诺,有利于组织目标的实现
Bass (1985)、Conger 和 Kanugo ( 1988)、Shamir, House 和 Arthur (1993)
的研究中都提出了魅力型领导的愿景激励理论。如,Shamir认为魅力型领导能够
提出对追随者有吸引力的愿景,通过愿景与追随者自我概念的一致来激励追随者
Collins和Porras (2009)在《基业长青:企业永续经营的准则》中指出,企业想
要实现真正的基业长青,必须要有一个能够振奋人心的愿景。魅力型领导的愿景
激励是否有利于组织目标的实现,有助于企业实现企业长青同时,基于领导权
变理论,我们质疑魅力型领导是否具有跨文化适应性,儒家文化下其有效性是否
与欧美文化下存在不同,国家文化维度是否会以及如何影响魅力型领导的有效性
1.2研究目的
经过40年的发展,魅力型领导的理论不断丰富,研宄者们认为魅力型领导第1章绪论
善于制定并阐述具有挑战性的愿景,对组织环境敏感,善于激励员工,关注员工
的需要;员工则对魅力型领导
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