【作者】 王国锋；

【导师】 井润田；

【作者基本信息】 电子科技大学 ， 企业管理， 2009， 博士

【摘要】 2008年5月12日14时28分,在四川汶川发生了8.0级的特大地震。地震使得无数的房屋建筑倒塌,夺走了数万人的生命,给灾区人民带来了无尽的灾难和痛苦,然而“一方有难、八方支援”,无数的救援队伍、志愿者、各方捐助为减轻灾难损失和灾后迅速重建恢复提供了物质上的大力帮助和精神上的有力支持。为帮助未来的领导者从容处理危机救援、挽救更多生命,2008年10月,四川省华西医院、西安杨森制药有限公司、华盛顿大学商学院、电子科技大学经济与管理学院共同合作启动了“救灾领导力研究”项目,对地震后参与救援的医院赈灾工作团队进行调研,该项目既是对此次救灾过程中经验和教训的总结,也希望对未来应对类似灾害情况有所帮助和启示。本文针对地震这类情境：在发生特大地震这类危机情境下,此时,时间就是生命、时间就是效率、团队目标高度一致,尽量救治更多的伤员,挽救更多的生命,同时团队成员也面临着很大的压力。本文试图回答以下一些问题：此时应救援需要建立的工作团队中,成员的多样性是否会对团队面临的不确定性认知有所帮助?同样该多样性会对团队成员间冲突有什么样的影响?团队内的认知冲突是否会转化为情绪冲突?团队在所面临不确定性认知有所不同的情况,对领导者会有什么样的期望,或者领导者会对此情形做出什么反应?领导者采取不同的领导方式对整个团队的结果,如决策质量会产生怎样的影响?另外,团队内冲突这一过程变量如何作用于决策质量?团队内冲突是否在领导力和团队结果间起着中介作用?本文研究地震这一自然危机情境下,发现团队多样性(年龄、受教育水平和在医疗系统工作时间的多样性)有利于减少团队面临的信息认知不确定性,而性别多样性则有利于降低对风险不确定的认知。另外,与许多对一般工作团队或高层管理团队研究结论不同的是,团队多样性在此情境下对团队冲突没有影响。环境不确定性认知的差异使团队成员感受到不同的心理安全,对领导者也产生了不同的预期。而领导的情境理论也表明,领导者会根据不同的情境对自己的领导行为做出调整。研究发现风险不确定性认知越高,领导者越会采取德行领导方式,团队更需要具有探索力的领导者。而信息不确定性认知越充分,领导者也越会采取德行领导方式,此时团队更需要具有执行力的领导者。除了考虑家长式领导力与其对应的情境之外,本文还考虑了领导力(威权领导和德行领导)对决策质量的作用,研究发现团队领导者采取较多的威权领导方式不利于团队决策质量的提高,而领导者采取较多的德行领导方式则有利于增进决策质量。研究发现认知冲突在领导力和决策质量之间不起中介作用,而情绪冲突则部分中介领导力和决策质量之间的关系。情绪冲突对决策质量具有负面作用；德行领导有助于降低团队内情绪冲突,间接提高了决策质量；威权领导则会增加团队内情绪冲突,间接降低了决策质量。本文在理论上,丰富了团队多样性、环境不确定性认知、家长式领导和团队内冲突等方面的研究,在实践上也对危机情形下救援团队组成、团队领导、团队冲突处理等具有借鉴意义。更多还原

【Abstract】 The devastating earthquake measuring 8.0 on the Richter scale jolted Wenchuan County of southwest China’s Sichuan Province at 2:28 pm, on May 12,2008.Lots of houses fell down and thousands of people were killed. The earchquake brought huge adversities and sufferings. When disaster struck, help came from all sides. Numerous rescue teams, volunteers and all sectors of the society provided moral and material assistance and support for loss reduction and reconstruction.In order to assist future leaders in handling crises and rescues, saving more lifes composedly, Sichuan Huaxi Hosiptial, Xian-Janssen Pharmaceutical Ltd.,University of Washington Foster School of Business, and UESTC School of Management and Economics cooperated together and initiated the project "Crisis Leadership Research" in October,2008.Through investigation and study on medical relief teams involving post-earthquake rescues, the project would collect and research the experiences and lessons in the process of disaster relief. Meanwhile, it was expected to be helpful and have some implications for similar disasters.Under this kind of crisis situations, such as earthquake, time is life and efficiency. Team members had the same goal to treat and cure more wounded persons as quickly as possible. At the same time, members encountered enormous pressure. This dissertation tried to answer the following questions:will the diversity of members in teams established for recures be helpful for decreasing perceived environment uncertainty faced by teams? Similiarly, what kind of influcences will the diversity have on intragroup conflict? Will cognitive conflict transfer to emotional conflict? In the context of different levels of perceived environment uncertainty, what kind of expection of their leaders will team members have? Or will leaders modify their leadership behaviors to adapt to the certain environment? What kind of effects will varied leadership styles leaders employed have on team results, such as decision quality? In addition, how will the team process variable, i.e.,conflict, affect decision quality? Does intragroup conflict work as an imediating variable between leadership and team result?It is found that under natural crisis situations, such as earthquake, team diversity in age, education level, and working years in medical systems was useful for decreasing perceived information uncertainty, while gender diversity was beneficial to reduce perceived risk uncertainty. Besides, team diversity had no effect on intragroup conflict, which is different with previous findings on team diversity and conflict.Team members who had differences in perceived environment uncertainty would feel various psychological securities. Therefore they had differenct expectation of leaders. Theory of situation of leadership demonstrates that leaders can modify their leadership behaviors in light of varied situations. The study found that the higher the level of perceived risk uncertainty by team members, the more moral leadership employed by leaders. The explorative leaders were more needed at this time. While the more adequate the level of perceived information uncertainty, the more moral leadership. The executive leaders were more expected this moment.Besides considering the relationship between paternalistic leadership and corresponding situation, this study extended to investigate the effect of leadership (moral leadership and authoritarian leadership) on decision quality and found more authoritarian leadership could decrease decision quality, while more moral leadership would be advantageous to the improvement of decision quality.There was no mediating effect for cognitive conflict between leadership and decision quality, whereas emotional conflict partially mediated the relationship between leadership and decision quality. Emotional conflict would affect decision quality negatively. Moral leadership helped decrease emotional conflict, therefore increase decision quality indirectly. However, authoritarian leadership could increase intragroup emotional conflict, and reduce decision quality indirectly.These findings enrich the related studies in diversity, uncertainty, paternalistic leadership and intragroup conflict, and so on. In pratice, they also have some implications for composition of secure teams, team leadership and intragroup conflict resolution.更多还原