mba論文領(lǐng)導(dǎo)風(fēng)格與員工敬業(yè)度的關(guān)系研究pdf

1、 領(lǐng)導(dǎo)風(fēng)格與員工敬業(yè)度的關(guān)系研究 摘 要 在如今經(jīng)濟萎靡、 全球競爭激烈的市場環(huán)境中， 企業(yè)如何才能留住高效能的人才為企業(yè)創(chuàng)造更多的價值越來越受到人們的關(guān)注。 領(lǐng)導(dǎo)學(xué)和敬業(yè)度問題首當(dāng)其沖成為關(guān)注的焦點。學(xué)術(shù)界對于領(lǐng)導(dǎo)學(xué)和敬業(yè)度的研究已經(jīng)持續(xù)了很長一段時間， 本文在整理總結(jié)前人研究的基礎(chǔ)之上提出了新的研究點， 即如何通過管理人員領(lǐng)導(dǎo)風(fēng)格的正確選擇來促進員工敬業(yè)度的提升。 以此為入手點進行研究， 以期通過對于領(lǐng)導(dǎo)風(fēng)格與員工敬業(yè)度之間關(guān)系的

2、證實來為企業(yè)管理人員提供一定的參考。 本文首先對國內(nèi)外關(guān)于領(lǐng)導(dǎo)風(fēng)格和敬業(yè)度研究的現(xiàn)狀進行了介紹， 然后對其相關(guān)理論進行了匯總。 在相關(guān)理論的基礎(chǔ)之上將領(lǐng)導(dǎo)風(fēng)格分為四類： 告知型領(lǐng)導(dǎo)風(fēng)格、推銷型領(lǐng)導(dǎo)風(fēng)格、參與型領(lǐng)導(dǎo)風(fēng)格和授權(quán)型領(lǐng)導(dǎo)風(fēng)格。同時按照蓋洛普咨詢公司的觀點將員工敬業(yè)度分為四個層次：大本營、一號營地、二號營地和三號營地。并分析不同領(lǐng)導(dǎo)風(fēng)格對不同層次員工敬業(yè)度的影響，建立研究模型、提出研究假設(shè)，在之后的實證分析中得以驗證。在相關(guān)理論回

3、顧及蓋洛普咨詢公司Q12 的問卷的基礎(chǔ)上，對其進行擴充之后形成關(guān)于領(lǐng)導(dǎo)風(fēng)格和員工敬業(yè)度的調(diào)查問卷。以網(wǎng)絡(luò)形式發(fā)放問卷并進行回收。通過對回收問卷的整理、量化，形成研究的基礎(chǔ)數(shù)據(jù)。利用 SPSS16.0 應(yīng)用統(tǒng)計軟件，首先對調(diào)查問卷進行信度分析以測試其一致性是否良好；然后對數(shù)據(jù)進行描述性分析、因子分析、方差分析、相關(guān)性分析和回歸分析以驗證不同領(lǐng)導(dǎo)風(fēng)格對處于不同層次員工敬業(yè)度的影響。 通過一系列的分析，本次研究得出如下結(jié)論：處于不同敬業(yè)度階段

4、的員工，其所在企業(yè)滿足了該階段的基本要求； 在企業(yè)中， 管理人員在管理過程中主要關(guān)注員工的物質(zhì)需要， 如員工的薪酬以及員工在企業(yè)能否得到足夠的設(shè)備來完成其工作等，而很少關(guān)注員工的精神需求，如員工的學(xué)習(xí)欲望、對自己職業(yè)發(fā)展的規(guī)劃等； 每種類型的領(lǐng)導(dǎo)風(fēng)格都與各層次的員工敬業(yè)度有一定的相關(guān)性， 但不同的領(lǐng)導(dǎo)風(fēng)格對于各層次員工敬業(yè)度的影響情況不同； 越是注重工作行為的領(lǐng)導(dǎo)風(fēng)格對于員工低層次的敬業(yè)度的影響越大， 越是注重關(guān)系行為的領(lǐng)導(dǎo)風(fēng)格對員工高

5、層次的敬業(yè)度影響越大；受社會文化的影響，管理人員在實際的管理工作中，以參與型的領(lǐng)導(dǎo)風(fēng)格為主。 并在結(jié)論基礎(chǔ)上提出以下建議： 企業(yè)管理人員在管理過程Analyses of the Relationship between Leadership Style and Employee Engagement Abstract Because of the recession in economic society and global comp

6、etitive market environment, it draws a lot of attention to keep the efficient talents’ high productivity for their enterprises. The leadership theory and the study of engagement become the focus of the public. It has bee

7、n a long time for academia to study the leadership theory and engagement. This article put forward a new research point on the basis of the predecessors—how to promote the engagement of employees by making the right choi

8、ce of leadership style. As a starting point for research, the research may provide certain reference for enterprises management by the analyses of the relationship between leadership style and employee engagement. This p

9、aper introduces the research situation of the leadership style and engagement at home and abroad and summaries the related theory. The leadership style can be divided into four categories based on the related theories: t

10、he directing leadership style, the coaching leadership style, the supporting leadership style and the delegating leadership style. Meanwhile the employee engagement can be divided into four levels according to the view o

11、f Gallup consulting company: the basic camp (my demanding), No.1 camp (my devoting), No.2 camp (my attribution) and No.3 camp (growing together). And the paper analyzes that different leadership styles may have different

12、 influence on different levels of employee engagement by establishing the research model, putting forward the research hypothesis. And it can be verified in later empirical analysis. The leadership style and employee eng

13、agement questionnaire is the expanded formation of the Q12 questionnaire of Gallup consulting firm and on the basis of the related theory. The questionnaires are issued and recycled through the network. The basic data fr

14、om the questionnaire is organized and quantified. In this paper, the reliability analysis is made first by SPSS16.0 statistical software to test its consistency. Then the data has a descriptive statistics, factor analysi