【作者】 刘善堂；

【导师】 刘洪；

【作者基本信息】 南京大学 ， 工商管理， 2015， 博士

【摘要】 环境的复杂多变以及全球化的市场竞争,迫使企业不得不在相互矛盾或冲突的要求中做出抉择,但传统的管理模型并没有得到与时俱进的发展,对组织面对的各种悖论现象的研究受限于简单的单向的因果关系及简单的线性模型,忽视了矛盾、对立以及不一致性的客观存在,即使有研究对之分析,也往往采用最优化方法在二者中进行选择,或是采用权变方式试图划分环境边界。已有研究虽然从矛盾、对立出发对一些悖论的管理问题进行了观察,并提出了超越以往传统思维的独特见解,但往往只是就现象本身进行描述,缺少对悖论本质的探讨。尽管组织是复杂动态的系统,但人们对复杂现象的解释往往延续了传统研究中因果分析的单向线性思维。悖论研究的出现为对复杂环境的研究提供了创造性的思维,对悖论的分析已承认综合考虑相悖现象的重要性,并认识到相悖性是内生于组织运营的自然现象。对悖论的研究需要体现共生、异质、交互等概念,综合运用定性、定量、关系化和情境化的思维模式,结合悖论的本质来分析复杂环境中领导行为的新特征。因此,有必要提出更具创造性的理论观点,用以阐述悖论的核心内涵。面对悖论问题,如何应对并达到组织发展的目的要求,领导是众多因素中不可替代并且是至关重要的决定性因素。因而,本文着重分析悖论式领导,探讨悖论式领导如何同时应对外界环境中复杂多变的竞争性要求。本文从对悖论与矛盾、辩证等类似概念比较分析的角度,认识悖论的本质,并将悖论式领导与传统领导及情境领导进行区分,探讨悖论式领导的内涵;在理清悖论式领导内涵的基础上,结合角色理论,提出悖论式领导应对复杂环境的反应模型;研究工作多样性、工作复杂性等环境特征,对领导者角色定位,进而对领导有效性的影响,以及悖论式领导对这一负向影响的缓解作用机理。本文为变革型领导的研究增添了新内容,也为管理学中的双元化研究提供了新的思路。本文将对领导研究的层次聚焦在企业中层管理者,在相关文献回顾的基础上,提出了悖论式领导在面对复杂多变环境下如何提高有效性的假设模型。采取企业直接上层领导、中层领导、直接下属等三层配对的方式,形成悖论式领导行为的测量条目;还适时收集237份有效配对问卷,进行了实证分析,并得出以下结论:虽然环境中的复杂矛盾会对领导工作造成不利影响,但悖论式领导可以有效缓解这一消极作用,这一缓解作用通过作用于领导者的角色定位产生效果;在复杂环境中,领导者要保持自身角色定位的明确性以及领导有效性,要实时提高自身的内在复杂性,以内在复杂性缓解外界复杂性。最后,本文结合实践,提出了发展悖论式领导行为能力的实践建议。更多还原

【Abstract】 As organizational environments become more global,dynamic,and competitive,contradictory demands intensify.Paradox is gaining more and more pervasiveness in and around organizations,thus increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes.In our analyses of organizational phenomena,we have found that paradoxical observations attract our attention.These observations capture some dynamic tension,opposition,or contradiction.When someone points out the presence of such a paradox,we have been required to think more carefully because the statement invariably entails some creative insight that implies understanding beyond the obvious.Becoming aware of paradoxes in organizations had led us to insights that have enriched,and often exceeded,our previous understanding.The literature in organizational studies,however,seldom contains examples or explanations of paradoxes.Even though organizations are complex,dynamic systems,our descriptions and models of them are often superficial.Our explanations of complicated phenomena are sometimes limited by assumptions of linearity(i.e.,one-way,cause-and-effect relationships)and equilibrium.They tend to ignore contradictions,oppositions,and incongruities or quickly resolve them by labeling one side of the contradiction good and the other bad.The literature reveals difficulty accepting simultaneous opposites that are positively defined,mutually-causal relationships,functional incongruities,and paradigm shifts.In short,authors have often not successfully tolerated paradoxical thinking.In this study,we develop the construct of paradoxical leader behavior in people management,which refers to seemingly competing yet interrelated behaviors to simultaneously and over time meet structural and follower demands.In this study,we understand the nature of paradox through the comparative analysis of paradox and contradiction,dialectical and other similar concepts.Before discussing the meaning of paradoxical leadership,we distinguish between paradoxical leadership,traditional leadership and situational leadership.As a result,we promote a model how paradoxical leaders response to complex environment on the basis of role theory.We hypothesize that job diversity and job complexity is a feature of environment,which exerts influences on the role of paradoxical leaders and which has a negative correlation to the effectiveness of leaders.This study provides not only a new research perspective of transformational leadership,but also a new way of thinking for the dual management science research.This research focuses on leadership among middle-level leaders in organizations.It develops hypotheses based on extant literature.Data were collected from middle leaders,their immediate top leaders,and immediate subordinates.Paradoxical leadership was measured in line with systematic dynamics.Finally,237 matched and valid questionnaires were collected.The results showed that,although complex contradictions in environments negatively affected leaders’ work,paradoxical leadership was able to attenuate this negative influence via leaders’ role positions.This research suggests that leaders,in complex environments,should keep clarity of their role positions and effectiveness of their leadership,increase self-complexity,and relieve external complexity through internal complexity.Combining the hypotheses with practices,this study provides managerial implications for fostering paradoxical leadership.更多还原