【作者】 陈权；

【导师】 施国洪；

【作者基本信息】 江苏大学 ， 管理科学与工程， 2013， 博士

【摘要】 自1984年Hambrick和Mason开创性地提出高层梯队理论以来,高管团队理论已经成为战略管理领域最为重要的领导力理论,有关CEO、资深高管、高管团队与公司战略决策及公司绩效等战略关系的研究成为近30年来最为活跃的研究领域之一。已有高管团队研究大多遵循“特征—绩效”和“特征—过程—绩效”的内在逻辑展开,形成了比较丰富的研究成果,充分证实了高管团队特征及运作过程对于企业战略变革和决策发展的重要性。然而,在高管团队战略绩效的前因变量研究方面,已有研究倾向于用人口学变量替代心理特征,大多从理性认知视角进行相关探讨,导致了高管团队“特征—绩效”、“特征—过程”之间产生了所谓“黑箱”现象：即无法客观解释“特征”与“绩效”、“特征”与“过程”之间内在的复杂关系,难以对结果变量进行准确归因。事实上,情绪智力是高管团队重要的心理特征之一,是影响高管团队运作过程的有效变量,进而会影响高管团队的战略决策绩效,但目前尚未见有相关研究及成果。为此,本文从情绪智力视角出发,对高管团队特征变量与运作过程及战略结果之间的关系展开了深入研究。论文论述了情绪智力对于高管团队运作过程和战略决策结果的作用和意义,对高层梯队理论模型作了进一步修正,建构了高管团队“情绪智力-团队冲突-行为整合战略绩效”关系模型,并进行了实证研究；突出了情绪智力的重要性,拓宽了高管团队前因变量的研究范畴,为打开高管团队研究中的“黑箱”提供了新思路。文章对高管团队情绪智力展开了测量研究,在文献研究和企业实地调研的基础上,科学地编制了团队情绪智力测量问卷,检验了该问卷的效度和信度,论证了高管团队一把手领导、团队成员及团队整体情绪智力之间的关系。在此基础上,以江苏、上海、山东、湖南、四川等8个东、中、西部省份的126家企业为研究对象,分别验证了情绪智力与高管团队冲突、情绪智力与高管团队行为整合以及情绪智力与高管团队战略决策绩效之间的关系,系统分析了情绪智力对高管团队运作过程和战略决策绩效的重要影响。研究得出了以下结论：情绪智力是高管团队最核心的心理特征之一,对高管团队运作过程和战略决策结果都有显著影响,它有利于化解团队冲突、促进行为整合,有利于促进高层管理者的认知思维、提高领导效能,有利于他们做出更有效的判断和决策,是高管团队运作过程和战略绩效的最核心的前因变量之一。1.在高管团队整体情绪智力形成过程中同样存在“一把手效应”。高管团队整体情绪智力不是一把手领导和团队成员情绪智力的简单相加或平均,而是一把手领导和团队成员共同作用的结果。高管团队一把手领导和团队成员的情绪智力对于团队整体情绪智力有显著预测力,一把手领导的情绪智力可以解释团队情绪智力变异的77%,团队成员平均情绪智力可以解释团队情绪智力变异的6.2%。团队成员个体情绪智力高,有利于形成高团队情绪智力,但不是绝对的,更多地还要依靠一把手的领导和协调。2.情绪智力对高管团队冲突具有显著影响,在认知冲突向情感冲突转化的过程中,一把手领导和团队整体的情绪智力起部分中介作用。团队一把手、成员及团队整体的情绪智力越高,团队情感冲突越低；团队一把手领导和团队整体情绪智力高也会降低团队由于认知异同而带来的冲突。在团队冲突管理方面,情绪智力高的高管团队,倾向于采取协调型冲突管理风格,避免采用竞争或逃避的冲突管理风格,以缓和和化解矛盾冲突。3.情绪智力对高管团队行为整合有显著影响。高管团队行为整合包括团队沟通、信息交换、联合决策和合作行为四个方面,高管团队一把手、成员和团队整体的情绪智力和行为整合及其四个维度均显著正相关,并对它们有显著预测力。在高管团队情感冲突影响行为整合的过程中,情绪智力起完全或部分中介作用。4.情绪智力对高管团队战略决策绩效具有显著影响。一方面,情绪智力直接影响高管团队战略决策绩效；另一方面,情绪智力通过团队冲突和行为整合两个过程变量间接的对高管团队战略决策绩效产生影响。高管团队一把手领导、成员和团队整体情绪智力对战略决策质量、决策速度、决策成本和决策实效产生不同程度的影响,情感冲突和行为整合在一把手领导、成员及团队整体的情绪智力与团队决策质量、决策实效之间具有部分或完全的中介效应。更多还原

【Abstract】 Since Hambrick and Mason creatively put forward the upper echelons theory, TMT theory has become the most important theory of leadership in the field of strategic management. The research about CEO, senior executives, TMT and company’s strategies option, and the strategic relationship with corporate performance has been one of the most active areas of research for nearly30years.Most of the existing researches on TMT are expended following the inherent logic of "characteristic-performance" and "characteristic-process-performance", forming relatively rich achievements which are fully confirming the importance of TMT characteristics and operation process to the enterprise strategic change and development of decision. However, existing studies on the antecedent variables of TMT tend to replace psychological characteristics with demographic variables. Related discussions are mostly from the perspective of rational cognition,leading to the so-called "black box" phenomenon between "characteristic-performance" and "characteristic-process" of TMT. And the "black box" means that is hard to objectively explain the internal complex relation between "characteristic" and "performance" and relation between "characteristic" and "process", and it is also hard to find the accurate cause to the result variables.In fact, emotional intelligence is one of the important psychological characteristics of TMT, and it is an effective variable influencing the operation process of TMT. And then, the strategic decision performance of TMT will be influenced. But at present, there is no relative study and achievement. Therefore, this article in-depth studies the operation process and strategic outcome of TMT from the perspective of emotional intelligence.This paper discusses the effect and meaning of emotional intelligence for TMT operation process and strategic decision outcome. With further revisions to the upper echelon theory model, this paper constructs TMT relation model as "emotional intelligence-team conflict-behavioral Integration-strategic decision performance", and the empirical research has been carried on. This paper highlights the importance of emotional intelligence, broadening the research category of TMT antecedent variables, providing a new way of thinking to open the "black box" in the study of TMT. This paper carried out measurement research on TMT emotional intelligence to demonstrate the relation between top leader’s emotional intelligence, team members’ emotional intelligence and team emotional intelligence. Scientific questionnaire measuring team emotional intelligence and the validity and reliability of this questionnaire have been prepared on the basis of literature research and field research. On this basis, the survey is conducted in126companies from eight provinces such as Jiangsu, Shanghai, Shandong, Hunan, and Sichuan and so on, covering the eastern, central and western parts of China. This study not only separately examine the relationship between emotional intelligence and TMT conflict, emotional intelligence and TMT behavior integration, emotional intelligence and strategic decision performance of TMT, but also systematically analyze the important influence of emotional intelligence for TMT operation process and strategic decision performance.This study reached the following conclusions:Emotional intelligence is one of the important psychological characteristics of TMT. It has significant influence on TMT operation process and strategic decision outcome. It is also conducive to the resolve of team conflict, the promotion of the behavior integration and top management’s cognitive thinking and the improvement of leadership effectiveness, helping them to make more effective decisions. As a result, emotional intelligence is one of the most important antecedent variables in TMT operation process and strategic performance.1. There is also a "top leader effect" in the formation of TMT overall emotional intelligence. TMT overall emotional intelligence is not simple addition or average of emotional intelligence of top leaders and team members, but the result of the combination of top leaders and team members. Emotional intelligence of top leaders and team members is significant predictive to TMT overall emotional intelligence. The Top leaders’ emotional intelligence explains the77%variation of team emotional intelligence while team members’ average emotional intelligence explain the6.2%variation of team emotional intelligence. High emotional intelligence of team members may bring high emotional intelligence teams, but not absolutely, it is more rely on leadership and coordination of top leaders.2. Emotional intelligence has significant influence on TMT conflict and conflict management. In the transforming process of cognitive conflict to emotional conflict, the emotional intelligence of top leader and team plays a partial mediating role. The higher the emotional intelligence of top leaders, team members and overall teams, the lower the emotional conflict. The high emotional intelligence of top leaders and overall teams is also conducive to reducing the conflicts caused by different cognition. In the management of team conflict, high emotional intelligence team inclined to take coordinating conflict management style instead of competitive or avoiding conflict management style to ease and resolve conflicts.3. Emotional Intelligence has significant influence on TMT behavioral integration. TMT behavioral integration including four aspects:team communication, information exchange, joint decision and cooperative behavior. Emotional intelligence of TMT top leader, team members and overall team are all significantly positive correlated to behavioral integration and its four dimensions, and they also have significant predictive to behavioral integration and its four dimensions. In the process of TMT emotional conflicts affecting behavioral integration, emotional intelligence is in full or partial mediating role.4. Emotional intelligence has significant influence to strategic decision performance of TMT. On the one hand, emotional intelligence directly influences strategic decision performance of TMT. On the other hand, emotional intelligence indirectly influences strategic decision performance of TMT by two process variables of team conflict and behavior integration. Emotional intelligence of TMT top leader, team members and overall team has different influence on strategic decision quality, decision speed, and decision cost and decision actual effect. Emotional conflict and behavior integration has a partial or complete mediating effect between top leader, members, overall team emotional intelligence and team decision quality, actual effect of decision.更多还原