项目团队中上下级关系对领导授权行为的影响  

作　　者：邓玉林[1] 洪阳训 孙孝亮[1] 

机构地区：[1]河海大学商学院

出　　处：《企业经济》2016年第2期163-168,共6页Enterprise Economy

基　　金：江苏省哲学社会科学基金"上司下属关系视角的授权管理研究"(项目编号:12GLC005)

摘　　要：在中国文化情境下,研究项目团队中的上下级关系主要考虑上司-下属关系和领导-成员交换两个方面。本文采用问卷调查法,筛选出72份领导和252份成员问卷作为样本,探讨了上司-下属关系、领导成员交换、组织正式度和领导授权行为的关系。通过相关性分析和回归方法分析发现,团队成员的上下级关系均对领导授权行为有正向影响,其中组织正式度在领导-成员交换与领导授权行为之间起调节作用,即组织正式度越高,领导-成员交换对领导授权行为的影响就越强。最后,本研究认为在中国文化情境下可以从发展良好私人关系、改善领导-成员交换质量、加强组织规范建设、营造和谐的组织氛围等方面来提高领导授权行为,进而实现组织绩效。In Chinese culture context, the superior-subordinate guan-xi existing in project team is mainly manifested in two aspects： superior-subordinate guan-xi and leader-member exchange. This paper used the data of 252 team members and 72 lead- ers to discuss the relationship among the superior-subordinate guan-xi, leader-member exchange, organization formaliza- tion and leader empowering behavior. Through correlation analysis and regression analysis, we found that the superior- subordinate guan-xi had a positive effect on leader empowering behavior in team members, and meanwhile the organization formalization played a moderating effect between leader-member exchange and leader empowering behavior, namely, the higher organization formalization degree would lead to the stronger influence of leader empowering behaviors on leader- member exchange. Finally, this study suggests that project team should take some effective measures such as developing good personal relationship, improving the quality of leader-member exchange, strengthening organization standard con- struction and creating a fair and harmonious organization atmosphere to improve leadership empowerment behavior, and then realize the organization performance.

关 键 词：上司-下属关系 领导-成员交换 领导授权行为 组织正式度 

分 类 号：F270[经济管理—企业管理]