【作者】 段联合；

【导师】 关培兰；

【作者基本信息】 武汉大学 ， 企业管理， 2011， 博士

【摘要】 随着诸如三鹿奶粉、双汇火腿肠等食品安全问题逐渐成为政府部门及广大民众关注的热点,加上企业员工普遍表现出对领导的不信任等现象,人们对于后国际金融危机下企业切实履行公民社会责任、构建和谐企业的呼声与现实的差距日益不满,对选择和开发组织中的诚信领导有着强烈的需求。本文沿着“诫信领导-组织创新气氛-员工创造力”的逻辑思路,通过对中国文化背景下诚信领导的结构维度,诚信领导对员工创造力的影响作用及组织创新气氛的中介作用机制等研究,提出了本文的研究假设并构建了理论模型,通过问卷调查获取研究的数据,对研究假设和理论模型进行的实证分析主要是采用结构方程建模技术和层级回归方法。本论文的研究内容及结论主要有以下几点：1.探索我国企业诚信领导的结构维度。通过对国内外相关学者研究成果的回顾,本研究对诚信领导的结构和测量进行了初步研究,提出了我国企业诚信领导因素的4个构成维度：关系透明、自我意识、内化道德观和下属导向。测量量表的编制一方面是借鉴已有的相关变量的测量量表,另一方面是结合实际的访谈情况。而对本研究中的量表信度和效度的检验主要是借助大样本问卷调研获取的数据。从获取的结果来看,诚信领导分为四维结构具有一定的科学性与合理性。2.探索我国企业组织创新气氛的结构维度。本研究在参考众多学者观点的基础上提出,中国企业组织创新气氛是一个三维结构,即包括组织支持、人际支持和工作自主三个因子。测量量表的编制是借鉴已有的相关变量的测量量表并结合现实访谈情况而形成的。采用相关分析方法对大样本调研获取数据的信度和效度进行了检验。本研究通过经验研究验证了组织创新气氛因素维度划分的合理性。3.研究诚信领导(关系透明、自我意识、内化道德观和下属导向)影响组织创新气氛的内在机理。经研究发现,关系透明、自我意识、内化道德观和下属导向影响组织创新气氛,但各自的影响作用有所不同。具体而言,自我意识、内化道德观对组织支持、人际支持和工作自主的影响都显著,说明自我意识、内化道德观是影响组织创新气氛的主要因素；下属导向只对人际支持和工作自主的影响显著,对组织支持的影响则不显著；关系透明则对组织支持、人际支持和工作自主的影响都不显著。4.验证了组织创新气氛对员工创造力的影响作用。经研究发现,人际支持和工作自主对员工创造力提升有显著正向作用。具体而言,影响员工创造力的组织创新气氛因素有人际支持和工作自主,其影响均为正向作用；工作自主对员工创造力的影响程度要大于人际支持对员工创造力的影响。5.探析了组织创新气氛在诚信领导(关系透明、自我意识、内化道德观和下属导向)影响员工创造力过程中的中介作用。经研究发现,组织支持、人际支持和工作自主在诚信领导对员工创造力影响之间起中介作用。多元线性回归分析结果表明,自我意识和内化道德观通过组织支持、人际支持和工作自主的中介作用影响员工创造力；结构方程模型技术分析结果表明,内化道德观和下属导向通过人际支持和工作自主的部分中介作用影响员工创造力,而自我意识则通过人际支持和工作自主的.完全中介作用影响员工创造力。而组织支持的中介效应没有得到验证。6.探索影响组织创新气氛和员工创造力的其它因素。组织创新气氛和员工创造力不仅受诚信领导(自变量)的影响,而且还会受到诸如如组织层面的规模、所处行业和个体层面的年龄、性别、教育程度等因素的影响。本研究发现,性别、教育程度、工作年限、职称状况、所处部门、公司性质和行业特点影响组织创新气氛,年龄、职称状况、所在部门、公司性质和行业类型影响员工创造力。具体而言,性别差异影响组织支持；年龄差异会影响员工创造力；教育程度差异会影响工作自主；工作年限差异会影响人际支持和工作自主；职称差异会影响工作自主与员工创造力；员工所在部门差异会影响工作自主与员工创造力；公司性质差异会影响组织支持、人际支持、工作自主与员工创造力；公司所处行业差异会影响组织支持、人际支持、工作自主与员工创造力。总而言之,本研究属于探索性研究,所得结论既有利于丰富管理理论,如领导理论、组织创新气氛理论和员工创造力理论,也有助于指导我国企业管理实践。当然,由于个人知识和能力的限制,本研究及相关结论或存在一定的局限性,尚需在以后的研究中进行完善和改进。更多还原

【Abstract】 With food safety issues such as Sanlu milk powder, Shuanghui sausage have become hot issues concerned by government departments and the general publics, and also the problems of ordinary employee’s no confidence in the leadership, people are not satisfied with the gap between the voice of enterprise effective implementation of civil society responsibility, building a harmonious enterprise and the reality, and people have strong faith in the motives and needs to select and develop authentic leadership in organizations. This study follows the way of "authentic leadership-organizational innovational climate-employee’s creativity, through those studies such as the structural dimensions of authentic leadership under Chinese cultural background, the authentic leadership role on. the impact on employee’s creativity and the intermediary mechanisms of organizational innovational climates, this paper put forward specific research hypotheses and theoretical models, and obtained data by using survey research methods, and made empirical:analysis on research hypotheses and theoretical assumptions by using structural equation modeling and hierarchical regression model. The main contents and conclusions are as follows:1. This study explores the structure dimensions of authentic leadership of Chinese enterprises. By reviewing the research results of domestic and foreign scholars, this paper gives a preliminary study on the structure and measurement of authentic leadership, and presented four dimensions of authentic leadership in chain enterprises, which are transparent relationship, self-awareness, internalization of moral values and subordinate orientation. Measurement scale is drawn based on existed relevant variables of the existing measurement scale, combined practical interviews at the same time. Using correlation analysis tests reliability and validity of those data obtained by a large sample survey. The results show that authentic leadership as a four-dimensional structure is a certain scientific and reasonable way.2. This study explores the structure dimensions of organizational innovational climate of China enterprises. Based on views of many scholars, this study proposed that organizational innovational climate of Chinese enterprises is a three-dimensional structure, which includes three factors of organizational support, interpersonal support and job autonomy. Measurement scale is drawn based on existing relevant variables of the existing measurement scale, and practical interviews. Using correlation analysis tests reliability and validity of those data obtained by a large of sample survey. In this study, empirical studies verify reasonable dimensions division of organizational innovational climate factors.3. This study explores the intrinsic mechanism of affects of authentic leadership (transparent relationship, self-awareness, internalization of moral values and subordinate orientation) on organizational innovational climate. We found that transparent relationship, self-awareness, internalization of moral values and subordinate orientation all have impact on organizational innovational climate, but each had different role. Specifically, self-awareness and internalization of moral values have significant influences on organizational support, interpersonal support and work autonomy, which means self-awareness and internalization of moral values are key factors influencing organizational innovational climate; subordinate orientation only influence interpersonal support and work autonomy significantly, and have very tiny influence on organizational support; and transparent relationship doesn’t have significant influence on all of organizational support, interpersonal support and work autonomy.4. This study verifies the affects of organizational innovational climate sharing on employee’s creativity. It is found that interpersonal support and work autonomy play a significant positive role in employee’s creativity. Specifically, the results of the empirical research showed that interpersonal support and work autonomy of organizational innovation climate promoted employee’s creativity positively; and the affects of work autonomy on employee’s creativity are greater than that of interpersonal support.5. This study explores the mediate impact of organizational innovational climate in the process of the affects of authentic leadership (transparent relationship, self-awareness, internalization of moral values and subordinate orientation) on employee’s creativity. This study found the mediate impact of organizational support, interpersonal support and work autonomy in the process of the affects of authentic leadership on employee’s creativity. Multiple linear regression analysis shows that the mediate impact of organizational support, interpersonal support and work autonomy in the process of the affects of self-awareness and internalization of moral values on employee’s creativity. Through structural equation modeling techniques, the results indicated that internalization of moral values and subordinate orientation affect employee’s creativity by the partial mediating functions of interpersonal support and work autonomy, while self-awareness affects employee’s creativity by the total mediating functions of interpersonal support and work autonomy. But the mediate impact of organizational support is not verified.6. This study explores other influence factors of organizational innovational climate and employee’s creativity. As organizational innovational climate and employee’s creativity were affected not only by independent variables but also affected by individual variables such as the industry,scale(as organizational level), sex, age, educational backgrounds and etc. This study took these variables as control variables in order to verify whether they will affect the mediator variables and the dependent variables. The study found sex, educational backgrounds, work experience, title state, department, company nature and industry type will influence organizational innovational climate, the department, company nature and industry type will influence employee’s creativity. Specifically, gender differences will influence organizational support; age differences will influence employee’s creativity; educational differences will influence work autonomy; time of work differences will influence interpersonal support and work support; title differences will influence work autonomy and employee’s creativity; employee’s department differences will influence work support and employee’s creativity; company nature differences will influence organizational support, interpersonal support, work autonomy and employee’s creativity; industry’s differences of the company will influence organizational support, interpersonal support, work autonomy and employee’s creativity.Overall, this study is mainly an exploration. The conclusions of the study enriched the leadership theory, organizational innovational climate theory and employee’s creativity theory, which guide our entrepreneurial practical of management. Finally, the certain limitations in the research need future improving and perfecting.更多还原