【作者】 黄涛；

【导师】 薄秋实； 温永华；

【作者基本信息】 南昌大学 ， 工程管理（专业学位）， 2022， 硕士

【摘要】 随着建筑行业的高速发展和建设工程的日益复杂化,工程项目团队已成为建筑企业的基本组成单元,承担着开展工程建设活动并连接内外部社会网络的重要作用,一方面,工程项目团队作为工程项目的直接建设者,其团队绩效的水平在一定程度上关系到项目的整体建设进度和质量;另一方面,工程项目团队作为建筑企业吸收和培养优秀人才的实战场所,其团队成员的实际表现和整体绩效的提升还关系到企业的长远发展。在工程项目团队中,作为团队领导者的项目经理的领导风格和行为会深刻影响团队成员的工作状态和方式,从而对团队绩效产生影响,而在理论界,双元领导作为一种具有“矛盾”思维的领导风格,近年来越来越受到国内外学者的关注。基于此,本文认为建立权力视角下的项目经理双元领导风格与工程项目团队绩效的研究模型具有重要的理论意义和现实意义,并引入隐性知识共享这一团队层面的重要变量,探讨上述概念之间的作用机理。本文首先对相关概念进行了梳理,然后通过对中国中铁和中国铁建公司的四个项目团队进行访谈,以探索项目经理的双元领导风格和隐性知识共享对项目团队绩效的影响作用,在此基础上,以权力视角下项目经理授权式和命令式的双元领导风格为自变量,隐性知识共享为中介变量,工程项目团队绩效为因变量,提出相应的研究假设,建立实证研究的理论模型。在实际操作过程中,本文对以上变量的测量参考了国内外文献中已有的成熟量表,形成问卷后进行发放,最终回收有效问卷291份,利用SPSS和Amos等统计学软件对数据分析后对研究假设进行了检验,得出最终的研究结果。结果表明:授权式领导风格、命令式领导风格和双元领导风格的协同对工程项目团队绩效均有显著的正向影响;隐性知识共享在这一影响关系中起中介作用。依据上述结果,本研究从选拔和培养具有双元领导能力的项目经理和构建工程项目团队的隐形知识共享机制两个方面给出提升工程项目团队绩效的管理建议。更多还原

【Abstract】 With the rapid development of the construction industry and the increasing complexity of construction projects,the engineering project team has become the basic unit of the construction enterprise,which plays an important role in carrying out engineering construction activities and connecting internal and external social networks.The level of team performance of the direct builders of the engineering project is related to the overall construction progress and quality of the project to a certain extent;The improvement of performance and overall performance is also related to the long-term development of the enterprise.In the engineering project team,the leadership style and behavior of the project manager as the team leader will profoundly affect the working state and way of the team members,thus having an impact on the team performance."The leadership style of thinking has attracted more and more attention from scholars at home and abroad in recent years.Based on this,this paper believes that it has important theoretical and practical significance to establish a research model of project managers’ ambidextrous leadership style and engineering project team performance from the perspective of power,and introduces tacit knowledge sharing,an important variable at the team level,to explore the above concepts mechanism of action between them.This paper first sorts out related concepts,and then through interviews with four project teams of China Railway and China Railway Construction Corporation,explores the impact of project managers’ ambidextrous leadership style and tacit knowledge sharing on project team performance.On this basis,taking the empowering and imperative leadership styles of project managers from the perspective of power as the independent variables,tacit knowledge sharing as the mediating variable,and project team performance as the dependent variable,a theoretical model of empirical research is established and corresponding research hypotheses are put forward..In the actual operation process,the measurement of the above variables in this paper refers to the existing mature scales in domestic and foreign literature,and the questionnaires are formed and distributed.Finally,291 valid questionnaires are collected.The data are analyzed by statistical software such as SPSS and Amos.The research hypotheses were tested and the final research results were obtained.The results show that: the synergy of authoritative leadership style,imperative leadership style and ambidextrous leadership style has a significant positive impact on the performance of engineering project team;tacit knowledge sharing is in the authoritative leadership style,imperative leadership style and ambidextrous leadership style.The effect of style coordination on project team performance plays a mediating role.Based on the above results,this study gives management suggestions to improve the performance of engineering project teams from two aspects: selecting and cultivating project managers with ambidextrous leadership skills and building an invisible knowledge sharing mechanism for engineering project teams.更多还原