交易型领导的结构和作用机制研究

The Multifactor Leadership theory developed by Bass (1985) has become the new paradigm of leadership research. The empirical results of the effectiveness of transformational and transactional leadership in the literature, however, are not consentient. Researchers in China found the different structure of transformational leadership, but have not developed the transactional leadership. This study attempts to investigate three key questions in the unique Chinese socio-economic context: 1) what is the structure of transactional leadership in China? 2) What are the differences between western countries and China? And 3) what is the relationship between the transformational and transactional leadership mechanism? This study examines data collected from 3,500 participants, using Explored Factor Analysis (EFA), Confirmed Factor Analysis (CFA), Hierarchical Regression Analyses, partial correlations and other statistics methods. The major finings are listed as follows： Firstly, inductive methods was used to explore the structure of transactional leadership and the result show that transactional leadership is a four dimensions structure which includes contingent reward, contingent punishment , process control and anticipated investment. Reliability analysis, item analysis, EFA and CFA show the reliability and validity of the transactional leadership questionnaire we designed is good enough, the design of the item is effectively and properly. Contrast to other researches, anticipated investment emphasis on the leader’s recessive investment for subordinate, and this kind of transaction is quite special under the Chinese culture. While the content of the contingent reward with the contingent punishment is wider than the contingent reward in the western country, and the process control is wider than the management by exception and including goal setting and the management during the process. Secondly, hierarchical regression analyses showed that transformational and transactional leadership were significant positively related with in-role performance, extra-role performance, satisfaction and leadership effectiveness while negatively related to intention to leave. The effects of transactional and transformational leadership are different. Transactional leadership could significantly predict intention to leave controlling for transformational leadership, while transformational leadership could significantly predict in-role performance, extra-role performance, satisfaction and leadership effectiveness controlling for transactional leadership. Thirdly, the income level and the rank of subordinates are the moderators between the transformational, transactional leadership and leadership effectiveness. The leadership effectiveness of transactional leadership would decrease as the rank of subordinates increased, while the leadership effectiveness of transformational leadership would increase as the rank of subordinates increased. Transactional leadership is positively related to the effectiveness when the level of the subordinate income is low, but negatively related to the effectiveness when the level of the subordinate income is high. However the income level of the subordinate could not influence the leadership effectiveness of transformational leadership.

企业组织领导参与决策行为研究

In the processes of Chinese economic and political reforms, making decision democratically and scientifically is one of the most important problems for the managers. Through the investigations of 319 managers from 13 companies in 3 cities of China, the participation or the behavior of influence and power sharing in managerial decision-making was systematically analyzed. The research was concerned with three aspects: (1) the descriptive study of managerial decision-making; (2) the relationship between managerial decision-making and a set of specified contingent situational factors; (3) the relationship between managerial decision-making and various outcome variables, such as job satisfaction and organizational effectiveness. The principal results of the research showed. 1. The managers used different methods of decision-making in different situations. The wildly used method by the managers was "prior consultation with subordinate". 2. Compared with the developed countries, Chinese managers tended to use more centralized methods of decision-making. In the comparisons among the different districts of China, the managers in the districts of the higher level economic and cultural development tended to use more participative methods in the processes of decision-making. 3. The behavior of managerial decision-making was influenced by the various contingent factors, such as the uncertainties of the environments, the job constraints, and the variables related to persons, etc. 4. The behavior of the managerial decision-making correlated significantly with the job satisfaction and organizational effectiveness. The more influence and power managers owned in the processes of decision-making, the more positive they evaluated their job satisfaction and organizational effectiveness.