经济转型中的国有、外资与民营企业领导方式调查—兼对领导方式影响员工绩效的实证比较  

A Survey on Leadership Style of the State-Owned, Foreign-Invested and Private Enterprises in during China Economic Transformation—Empirical Comparison on the Impact of Employee Performance under Different Leadership Styles

作　　者：梁雄军[1,3] 刘平青[2] 林云[3] 

机构地区：[1]台州学院经贸管理学院,台州 [2]北京理工大学管理与经济学院,北京 [3]台州职业技术学院,台州

出　　处：《现代管理》2013年第4期113-124,共12页Modern Management

基　　金：国家自然科学基金项目“全球价值链上中小企业劳动关系:从‘违规’到合规的组织社会化研究(项目号:70872011)”;“‘竞次’背景下中小企业员工关系:数据库、形成机理及心理援助机制研究(项目号:71172173)”。

摘　　要：经济转型的基础是企业转型,企业转型需要管理转型来实现。企业领导方式转型是衡量企业管理转型的一个重要维度。对中国12个省市加工制造行业53家国有、外资和民营企业1641个个体样本的问卷数据分析表明,传统的中国式领导风格在当前企业管理实践中仍然适用,具有现代特点的包容、友善的领导行为对增进员工忠诚度和个体绩效的作用更为明显;比较发现,这些企业领导方式和领导行为在民企和国企中的作用比外企更有效。“胡萝卜加大棒”仍是当前中国企业有效率的管理方式,应作为科学管理组成要素继承下来。中国企业的管理转型任重道远。Enterprise transformation is the basis of economic transformation, and the enterprise transition relies on management transition. The leadership style transformation is an important dimension of enterprise management transition. The survey on 1641 employees working in 53-state-owned, foreign-invested and private enterprises in China concluded that the traditional Chinese leadership style is still applicable and effective. Moreover, the friendly and inclusive leadership behavior with modern characteristics contributes to increasing staff loyalty and individual performance obviously. The comparison also found that the role of these leadership style and behavior in private and state-owned enterprises are more effective than those in foreign-invested companies. “Carrot and stick” is still an efficient management policy for current Chinese enterprises. There is still a long way for Chinese enterprises to go to achieve management transformation.

关 键 词：国有、外资与民营企业 管理转型 领导方式 个体绩效 

分 类 号：F2[经济管理—国民经济]