德国NZT热分析仪器制造公司中国分公司自1997年成立以来至今 走过了二十多年的辉煌历史。这三年来出现了中层管理者与员工之间缺 乏良好的沟通、部分中层管理者的责任心不强以及缺乏有效领导力等。 本文拟从中层管理者的变革型领导风格作为研究的切入点，调研公司中 层管理者的领导力现状，存在的问题和内在原因并给出合理化的解决方 案。 本文首先对领导力、领导风格、领导有效性等基本概念以及诸如变 革型领导、交易型领导等不同类型的领导风格做了文献综述，然后在此 基础上通过多因素领导力问卷（MLQ）对NZT公司中层管理者的领导风 格分布情况进行了调查和分析。 调查结果显示，NZT公司中层管理者在变革型领导风格方面的“建立 信任”，“作风正直”等方面存在问题；同时，因为中层管理者在管理岗位 的时间、水平不一样导致不同的管理者出现了不同的问题；在交易型领 导风格方面的“绩效考核”等方面存在问题。这与NZT公司管理层缺乏相 应的领导风格方面的知识和缺乏相应的工作情境有关。 同时，NZT公司中层管理者的交易型领导风格行为与变革型领导风 格中存在一定的差距，管理过程中的一些项目，如使命感等需要改善。 在此基础上，本文提出了改善领导风格的应对策略，针对建立信任， 作风正直等维度出现的问题，通过谈话、沟通、训练等途径来改善领导 风格，发展NZT公司中层管理者的领导力。 关键词：领导风格，变革型领导，交易型领导，中层管理者 RESEARCH OF THE TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES OF MIDDLE MANAGERS IN NZT COMPANY. ABSTRACT Since 1997, NZT thermal analysis instrument manufacturing company China branch has gone through more than 20 years of glorious history. In the past three years, there has been a lack of good communication between middle management and employees, a weak sense of responsibility of some middle managers, and a lack of effective leadership. This paper intends to take the transformational leadership style of middle managers as the starting point of the research and investigate of the current leadership status, problems and internal causes of middle managers of the company and provide reasonable solutions. This paper on the basic concepts such as leadership, leadership style and leadership effectiveness, such as transformational leadership and transactional leadership made a literature review of the different types of leadership styles, and then on this basis, through the multifactor leadership questionnaire (MLQ) distribution of NZT company middle managers leadership styles were investigated and analyzed. The survey results show that, in general, middle managers of NZT have problems in "building trust" and "integrity" in the transformational leadership style.At the same time, because the department manager has different time in the management position and different managers have different problems;There are problems in the performance evaluation of transactional leadership style.This is related to NZT management's lack of relevant leadership style knowledge and lack of corresponding work situation. At the same time, NZT company is too inclined to transactional leadership style behavior, and there is a certain gap for transformational leadership style. Some projects in the leadership process, such as sense of mission, need to be improved. On this basis, this paper puts forward countermeasures for improving leadership style, aiming at problems in such dimensions as trust building and style integrity, improving leadership style by means of conversation, communication and training, and developing leadership of department leaders of NZT company. KEY WORDS: leadership style, transformational leadership, transactional leadership, middle managers. 目 录 第1章 绪论 ............................................................................................................................................ 1 1.1 研究问题的提出 ............................................................................................................................... 1 1.2 研究内容 ........................................................................................................................................... 2 1.3 研究路线和方法 ............................................................................................................................... 2 第2章 文献综述 .................................................................................................................................... 4 2.1 领导力............................................................................................................................................... 4 2.2 领导有效性 ....................................................................................................................................... 7 2.2.1 定义与评价指标 ............................................................................................................................ 7 2.2.2 领导有效性模型 ............................................................................................................................ 8 2.3 变革型与交易型领导 ....................................................................................................................... 9 2.3.1 变革型领导 .................................................................................................................................... 9 2.3.2 交易型领导 .................................................................................................................................. 13 2.3.3 变革型与交易型领导的有效性模型 .......................................................................................... 14 第3章 行业及公司背景介绍 .............................................................................................................. 16 3.1 行业现状及发展 ............................................................................................................................. 16 3.2 公司介绍 ......................................................................................................................................... 16 3.3 公司部门情况及研究对象 ............................................................................................................. 17 第4章 NZT公司中层管理者变革型领导风格的问题与原因 ......................................................... 20 4.1 调查问卷的选择 ............................................................................................................................. 20 4.2 调查对象的选择 ............................................................................................................................. 21 4.3 调查的实施 ..................................................................................................................................... 23 4.3.1 问卷发放 ...................................................................................................................................... 23 4.3.2 问卷回收 ...................................................................................................................................... 23 4.4 调查结果与原因分析 ..................................................................................................................... 24 4.4.1问卷调查情况汇总 ....................................................................................................................... 24 4.4.2 变革型领导 .................................................................................................................................. 31 4.4.3 交易型领导 .................................................................................................................................. 36 4.4.4 问卷问答题与分析 ...................................................................................................................... 38 第5章 对策建议 .................................................................................................................................. 44 5.1 交易型领导风格维度的对策： ..................................................................................................... 44 5.2 对于不同中层管理者所遇到变革型领导风格的对策 ............................................................