包容型領(lǐng)導(dǎo)與員工創(chuàng)造力關(guān)系研究,人力資源管理碩士論文隨著經(jīng)濟(jì)的快速發(fā)展和市場環(huán)境的劇烈變化，企業(yè)所面對的競爭環(huán)境日趨劇烈，尤其是近年來互聯(lián)網(wǎng)和人工智能的出現(xiàn)，使得企業(yè)急需進(jìn)行轉(zhuǎn)型升級來適應(yīng)不斷變化的外部環(huán)境。企業(yè)想要在劇烈的競爭環(huán)境中獲得優(yōu)勢，就必須進(jìn)行變革，加速創(chuàng)新。員工是企業(yè)創(chuàng)新的重要主體，員工創(chuàng)造力是企業(yè)創(chuàng)新的源動力，因而，想要提高企業(yè)的創(chuàng)新能力，就必須重視企業(yè)員工創(chuàng)造力的提升。影響員工創(chuàng)造力的因素諸多，領(lǐng)導(dǎo)作為重要影響因素之一，領(lǐng)導(dǎo)者的領(lǐng)導(dǎo)方式能夠有效的影響員工的行為。包涵型領(lǐng)導(dǎo)作為諸多領(lǐng)導(dǎo)方式的一種，主張以人為本，關(guān)注員工的差異化需求，包涵員工的個(gè)性化特征，認(rèn)可下屬奉獻(xiàn)，將所有成員包涵到組織發(fā)展進(jìn)程中。因而在當(dāng)下員工多樣化和員工需求差異化的當(dāng)代企業(yè)中，研究包涵型領(lǐng)導(dǎo)具有重要意義。固然當(dāng)下已有關(guān)于包涵型領(lǐng)導(dǎo)對員工創(chuàng)造力的研究，但對于其作用機(jī)制的研究還不充分。因而包涵型領(lǐng)導(dǎo)員工創(chuàng)造力關(guān)系的中介機(jī)制與邊界條件的研究還有待探尋求索。本研究基于社會信息加工理論和自我一致性理論，試圖探尋求索觀點(diǎn)采擇和組織自尊在包涵型領(lǐng)導(dǎo)與員工創(chuàng)造力之間的中介作用和個(gè)人-組織匹配對包涵型領(lǐng)導(dǎo)與員工創(chuàng)造力、包涵型領(lǐng)導(dǎo)與觀點(diǎn)采擇、包涵型領(lǐng)導(dǎo)與組織自尊之間關(guān)系的調(diào)節(jié)作用。本文通過問卷調(diào)查的方式收集了國內(nèi)不同企業(yè)共261份研究樣本，運(yùn)用SPSS210和AMOS170軟件進(jìn)行了實(shí)證分析，得出下面結(jié)論：包涵型領(lǐng)導(dǎo)對員工創(chuàng)造力有正向促進(jìn)作用；觀點(diǎn)采擇和組織自尊在包涵型領(lǐng)導(dǎo)與員工創(chuàng)造力的關(guān)系中起到了部分中介的作用；個(gè)人-組織匹配在包涵型領(lǐng)導(dǎo)與員工創(chuàng)造力、包涵型領(lǐng)導(dǎo)與觀點(diǎn)采擇、包涵型領(lǐng)導(dǎo)與組織自尊之間起正向調(diào)節(jié)作用。本文進(jìn)一步探尋求索了包涵型領(lǐng)導(dǎo)對員工創(chuàng)造力的作用機(jī)制，為在當(dāng)今復(fù)雜動態(tài)環(huán)境下采用包涵型領(lǐng)導(dǎo)方式，提供新的理論根據(jù)。本研究結(jié)果也為實(shí)踐中，包涵型領(lǐng)導(dǎo)通過促進(jìn)員工觀點(diǎn)采擇和提高員工組織自尊來促進(jìn)員工創(chuàng)造力，提供了理論啟示。關(guān)鍵字：包涵型領(lǐng)導(dǎo)；員工創(chuàng)造力；觀點(diǎn)采擇；組織自尊；個(gè)人-組織匹配ABSTRACTWiththerapiddevelopmentofeconomyandthedramaticchangeofmarketenvironment,theenterprisefacesincreasinglyfiercecompetitiveenvironment,especiallyinrecentyears,theemergenceoftheInternetandartificialintelligence,thetransformationandupgradingofenterprisesneedtoadapttothechangeofexternalenvironmentIfenterpriseswanttogaincompetitiveadvantageintherapidlychangingdomesticandforeigncompetition,theyneedtoactivelyseekchangeandaccelerateinnovationAtpresent,astheimportantsubjectofenterpriseinnovation,Employeecreativityisthedrivingforceofenterpriseinnovation,Therefore,Toimprovetheinnovationabilityofenterprises,wemustpaymoreattentiontotheimprovementofthecreativityofemployeesInclusiveleadershipemphasizesthegroupoftheintegrationofdifferentiationandadaptedtotheworkplacediversityandemployeedifferentiation,conformstoourcountrygovernmentproposedtoleranceandaccumulationofforeignideas,andaculturewithtraditionalConfucianethicsinourcountry,sotheresearchoninclusiveleadershipforthelocalizationoforganizationandmanagementresearchinChinaisofgreatsignificancePreviousstudiesshowedthatinclusiveleadershiphaspositivepredictioneffectonemployeescreativity,buttheresearchontherelationbetweeninclusiontypeleadershipandemployeecreativitymechanismandtheboundaryconditionsofresearchremainstobeexploredThisstudybasedonthetheoryofsocialinformationprocessingtheoryandselfconsistencytheory,tryingtoexploreperspective-takingandtheorganizationself-esteeminmediatingrolebetweeninclusiveleadershipandemployeecreativityandtheregulatingroleofperson-organizationfitUsingSPSSandAMOS,thispaperconductedanempiricalanalysisofemployeequestionnairesindifferententerprisesinChina,andfinallyreachedthefollowingconclusions:Inclusiveleadershiphasapositiveinfluenceonemployeescreativity;perspective-takingandorganizationalself-esteemplayamediatingroleintherelationshipbetweeninclusiveleadershipandemployeecreativityperson-organizationfitplaysapositiveregulatingrolebetweeninclusiveleadershipandperspective-taking,organizationalself-esteemandemployeecreativityThisstudyfurtherverifiestheinclusiveleadershippositiveinfluenceonemployeescreativity,Itprovidesanewtheoreticalbasisfortheinclusiveleadershipmanagementintodayscomplexdynamic,ItenrichespreviousresearchachievementsInpractice,Inclusiveleadershippromoteemployeecreativitybypromotingemployeeperspectivetakingandenhancingemployeeorganizationalself-esteem,ThenitprovidessomepracticalenlightenmentfororganizationmanagementKeywords:inclusiveleadership;employeecreativity;perspective-takingorganizationbasedself-esteem;person-organizationfit目錄文章為碩士論文，如需全文請點(diǎn)擊底部下載全文鏈接】1.1.2研究意義1.2研究內(nèi)容與方式方法1.3本文創(chuàng)新之處1.4研究思路與基本框架第2章文獻(xiàn)綜述2.1包涵型領(lǐng)導(dǎo)2.1.1包涵型領(lǐng)導(dǎo)的內(nèi)涵2.1.2包涵型領(lǐng)導(dǎo)的維度與測量2.1.3包涵型領(lǐng)導(dǎo)的影響作用2.2觀點(diǎn)采擇2.2.1觀點(diǎn)采擇的內(nèi)涵與測量2.2.2觀點(diǎn)采擇的影響作用2.3組織自尊2.3.1組織自尊的內(nèi)涵2.3.2組織自尊的測量2.3.3組織自尊的影響作用2.4員工創(chuàng)造力2.4.1員工創(chuàng)造力的內(nèi)涵2.4.2員工創(chuàng)造力的測量2.4.3員工創(chuàng)造力的影響因素2.5個(gè)人-組織匹配2.5.1個(gè)人-組織匹配的內(nèi)涵2.5.2個(gè)人組織匹配的測量2.5.3個(gè)人組織匹配的影響作用第3章理論與假設(shè)3.1理論基礎(chǔ)及模型提出3.2包涵型領(lǐng)導(dǎo)與員工創(chuàng)造力3.3觀點(diǎn)采擇的中介作用3.4組織自尊的中介作用3.5個(gè)人-組織匹配的調(diào)節(jié)作用第4章研究設(shè)計(jì)4.1研究樣本和數(shù)據(jù)收集4.2測量工具4.3分析技術(shù)4.3.1信度分析4.3.2效度分析4.3.3相關(guān)分析第5章數(shù)據(jù)分析與假設(shè)檢驗(yàn)5.1同源偏差分析5.2驗(yàn)證性因子分析5.3描繪敘述性統(tǒng)計(jì)分析5.4假設(shè)檢驗(yàn)5.5本章