【作者】 王亮；

【导师】 石冠峰；

【作者基本信息】 石河子大学 ， 企业管理， 2014， 硕士

【摘要】 知识经济的兴起不仅给各个组织带来了重要的机遇，也带来了巨大的挑战。这种挑战主要是由外部环境剧烈变化导致的组织任务复杂性和不确定性的增强。为应对这种挑战，组织的工作形式逐渐转化为团队这一有效的方式。同时，作为知识的载体，知识型员工在组织中发挥了重要作用，而各种知识型团队的建设一方面有利于组织应对外部环境的剧烈变化，另一方面也对组织现有的管理方式提出了更高的要求。共享型领导是一个交互、动态的群体影响过程，主要是由具有相应专长的团队成员履行相应人物特点的领导职能，并根据情境变化而动态更替领导角色以实现团队或组织目标的领导方式。共享型领导的提出不仅有利于提高组织应对外部环境的剧烈变化，也适应了知识型团队对管理方式的要求。当知识型团队中的成员对内外部环境进行审视时，共享型领导方式有利于促使员工积极参与并形成对工作目的、内容的公开讨论，这个过程即是团队反思过程。团队反思有利于组织及时对任务和计划进行调整，进而使得团队工作快速适应环境的变化，最终保证团队效能的提高。因此，本文结合共享型领导、团队反思和团队效能的理论研究，通过实际调研，检验了三者之间的内在关系。本文以知识型团队为研究对象，以394名知识型员工形成的101个团队为样本，通过文献分析、访谈和问卷调查等方式，深入研究了知识型团队中共享型领导、团队反思和团队效能之间的关系，并得出以下结论：第一、知识型团队中共享型领导内容结构主要由权责共担、团队进取、团队合作和团队期望四个维度构成。本文通过探索性因子分析与验证性因子分析对预测试数据进行了分析，结果表明共享型领导四因素模型为最佳模型，并符合测量要求。第二、知识型团队中共享型领导对团队效能有显著的正向影响，但是本文并没有证实共享型领导的权责共担、团队期望分别对任务绩效与合作满意度之间的显著正向相关关系。第三、知识型团队中共享型领导对团队反思有显著的正向影响。团队进取、团队期望与团队合作都对团队反思有显著的正向影响，而权责共担对团队反思影响并不显著。第四、团队反思在共享型领导与团队效能之间起部分中介作用。尤其是团队进取通过提高团队反思水平进而影响到任务绩效与合作满意度；团队合作通过提高团队反思水平影响到团队的合作满意度。综上所述，知识型团队中实施共享型领导有利于提高团队的反思水平，进而可以提高团队效能水平。本文认为在团队层面上研究共享型领导、团队反思和团队效能之间的关系，可以全面、准确的把握知识型团队运行管理规律，为知识型团队的建设和组织应对内外环境变化提供了新的思路。更多还原

【Abstract】 The rise of the knowledge economy has not only brought significant opportunities to thevarious organizations, but also has brought great challenges. The challenges are increasing thecomplexity and uncertainty of the organization’s mission which caused by dramatic changes in theexternal environment. Facing these challenges, team as a work form has gradually become one ofthe effective way to deal with them. Simultaneously, knowledge workers as a carrier of knowledgeplay an important role in the organization. Additionally, the building of various knowledge-basedteam help organizations respond to dramatic changes in the external environment and put forwardhigher requirements for organizations’management.Shared Leadership is defined as a dynamic interactive collectively---influenced process inwhich the leadership function needs to be transferred to those members withstrengths, accordingto the working situation to the achievement of team or organizational goals or both. The raise ofShared Leadership conducive to the organizations respond to dramatic changes in the externalenvironment and meet the higher requirements for organizations’management. Shared Leadershipthat favor and encourage employees to participate actively in the public discussion about purposesand content of work when the members from knowledge-based team are examining the internaland external environment, which is named as team reflexivity process. Team reflexivity help theorganizations adjust planning and tasks timely to make the team adapt to environmental changesquickly, thus can ensure improve team performance ultimately. Therefore, this paper useinvestigation to examine the intrinsic relationship among Shared Leadership, team reflexivity andteam effectiveness combining with their theory research.On the basis of literature review, interview and questionnaire survey, this paper studies therelationship among shared leadership, team reflexivity and team effectiveness, and draw theflowing conclusion, based on394employees from101knowledge teams.First,the model of shared leadership have four factors which are team enterprise,power andresponsibility shared,team expectation and team coordination.this paper uses the means ofexploratory factor analysis(EFA) and confirmatory factor analysis(CFA) to test the construction ofShared Leadership,and find the best model is4factor model which has good reliability and validity.Second, shared leadership have significant positive effects on team effectiveness inknowledge teams, but this paper does not confirm power and responsibilities shared and teamexpectation have significant positive correlation with task performance and cooperationsatisfaction.Third, shared leadership have significant positive effects on team reflexivity in knowledgeteams. Team enterprise, team expectation both have significant positive influence on teamreflexivity, but the relationship between power and responsibilities shared and the team reflectioneffect is not significant.Fourth, team reflexivity take the role of partial mediation between Shared leadership andteam effectiveness. Especially the team enterprise can improve the level of task performance andcooperate satisfaction through team reflexivity; the team cooperation can improve the level ofteam cooperate satisfaction by improving the level of team reflexivity.To sum up, the knowledge team in the implementation of Shared leadership is beneficial toimprove the level of team reflexivity, which can increase the team efficiency in the knowledgeteams. This paper argues that research the relationship among Shared leadership, team reflexivityand team effectiveness on team level couled draw the rule of management on the knowledge team,and provides a new train of thought for the construction of the knowledge team and dealing withinternal and external environment changes.更多还原