本土文化情境下领导行为对员工变革反应的影响:基于图式理论的动态研究

Dynamic Effect of Multilevel Leadership on Employee Responses to Organizational Change: Moderating Role of Chinese Traditional Culture

对于转型期的中国企业,变革已成为企业生命中的一个重要部分,变革让企业获取新的生命力和竞争力。员工在变革中的行为反应是变革成败的关键,国外众多研究发现领导行为对员工变革反应有显著影响。但以往研究主要是静态考察单一领导层级对员工变革反应的作用,没有揭示多层领导行为的动态影响作用和员工变革反应产生、发展、成熟、再发展的变化规律,也缺乏考察我国文化情景因素的影响。本文展开以下研究:(1)同时探索两个层级领导行为对员工变革反应及其变化的动态影响,即高管或企业家层级和中层管理者层级的领导行为在变革不同时期对员工的不同影响作用;(2)考察中国文化因素在领导行为对员工变革反应影响中的权变作用,研究关注权力距离、中庸、关系导向文化三种文化因素;(3)基于图式理论研究在变革期领导行为效用的中介作用机制。研究构想假设将采用纵向实证数据来检验,其结论将对我国企业变革具有重要理论和现实意义。

Organizational change has been becoming the part of organizational life for Chinese enterprises, by which Chinese enterprises enhance their competence and survive during the period of transition. Employee response to organizational change is critical for the implementation of organizational change. Researches have found the leadership plays a vital role for employee response. However, prior studies focused on single-level leadership using cross-section data. They failed to explore dynamic effect of multilevel leadership on the dynamic employee response during the process of organizational change, as well as to explore the moderating effect of Chinese traditional culture. To fill these gaps, this research conducts following three studies： （1） exploring the dynamic effect of two-level leadership （executives and middle manager） on dynamic employee response; （2） investigating the moderating effects of Chinese traditional culture （power distance, Zhongyong, and Guanxi） on the relationship of leadership with employee response; （3） using Schema Theory to test the mediating process from leadership to employee response. These studies will be empirical examined using longitudinal data set collected in Chinese enterprises and their findings will provide insightful theoretical and empirical contribution.