家长式领导推动组织学习的中介机制研究

Relationship between Paternalistic Leadership and Organizational Learning: the Mediate Role of Human Resource Management Practice

为了对我国企业领导者领导组织学习提供指导,本文对人力资源管理实践在中国文化特色的家长式领导与组织学习关系中的中介机制进行了研究。通过问卷调查法在13家企业调研,获得461份有效问卷。在建构人力资源管理实践问卷的基础上,结构方程模型分析的结果显示,仁慈领导通过战略性培训、薪酬管理、员工参与决策三个具体人力资源管理实践的完全中介作用推动组织学习;德行领导通过战略性培训、薪酬管理的部分中介作用推动组织学习;威权领导则通过战略性培训、薪酬管理的完全中介作用推动组织学习。研究表明,我国企业的家长式领导可以通过建立和完善组织的人力资源管理实践来推动组织学习或创建学习型组织。

For Chinese enterprises ,the organizational learning capacity is the most important core competitive inthe future. But Chinese leaders don＇ t know how to lead organizational learning. To date, there was limited systematic empirical research directly linking leadership and organizational learning. Recent theoretical work systematically linked transformational and transactional leadership with organizational learning. Only few empirical study explored the relationship between transformational leadership and organizational learning, and the results showed that transforma- tional leadership could improve organizational leaning. The paternalistic leadership is based on the Chinese culture. However, there was no research to explore the effectiveness mechanism of the paternalistic leadership on or- ganizational learning in the context of Chinese culture. And the management practice in China need to know what and how leadershio could improve organizational leaning in order to improve their organizational core competitiveness One survey that contained organizational learning scale, paternalistic leadership scale, and human resource management practice scale was employed as the tool in the study. Among the major measures,the 33-item 3of pater- nalistic leadership scale was adopted from Zheng et al （2011） ;29-item organizational learning scale was measured by using the questionnaire of Yu Haibo et al（ 1991 ） ;19-item human resource management practice scale was devel- oped by L6pez et al （1994） and Wright et al （2005）. The reliability of Cronbach＇ s alpha for these measures were all above 0. 70. Four hundred and sixty one employees of thirteen enterprises from several cities in China answered the questionnaires. Exploratory factor analysis （EFA）, confirmatory factor analysis（CFA） and structure equation model （SEM） were applied to the analysis of the data. The results of EFA showed that Human Resource Management Practice Questionnaire was composed of five fac- tors ： selection and employment, strategic training, compensation management, performance management, employee par- ticipation. And the results of CFA confirmed the five factors model. The results of SEM （ structure equation model） showed that strategic training, compensation management bles between benevolence leadership and organizational , and employee participation were the total mediating varia- learning. Strategic training and compensation managementwere the partial mediating variables between moral leadership and organizational learning. At last, Strategic training and compensation management were the total mediating variables between authoritarianism leadership and organiza- tional learning. The results also showed that the effectiveness of moral leadership on organizational learning was the biggest one, the benevolence leadership was the second one, and the authoritarianism leadership was the smallest one. The main implication of the results was that paternalistic leadership could influence organizational learning through the mediating of human resource management, and also could directly influence organizational learning. The empirical study could enrich the theory of the leadership of organizational learning, especially the value of the pater- nalistic leadership in Chinese culture. And at the same time, the results suggested that the leaders, especial the Chi- nese paternalistic leaders, could improve the level of organizational learning through constructing and improving the organizational human resource management system. This suggests that human resource management system has great positive effectiveness on organizational lon^-tenn develtmmonl in Chi ＋~;.^~ In the future,research need to test the causal ana mealaung relanonsmps lOn^ltuultttttly ol t^y ttuaJ.lLa,.l＇,,.. L,.. search. The complex relationships between paternalistic leadership and organizational learning could be constructed and tested according to the organizational culture and strategic human resources management theory. And the moder- ators in the relationships between paternalistic leadership and organizational learning should be explored deeply. At last,the complex mediating role of human resources management and organizational culture, so that paternalistic leaders eould integrate organizational soft and hard to improve organizational capability.