变革型领导影响下属满意度和组织承诺的路径研究
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摘要
大量研究表明,变革型领导对个体和组织层面的工作态度和行为都有积极的影响。但是,变革型领导对下属动机和绩效的影响机制和路径并未在现有文献中得到充分描述。因此,变革型领导对与工作相关的态度(如员工的满意度和组织承诺等)的影响机制和路径等深入、完整地反映变革型领导内在作用原理的研究需要研究者给予更多的关注。
本研究利用SPSS 15.0和AMOS7.0对来自于超过10个行业的347个有效样本进行了回归分析和结构方程模型等实证分析,得出以下结论：
首先,研究变量的构念。通过对变革型领导、心理授权、组织公平、领导成员关系、满意度和组织承诺所做的验证性因子分析,本研究认为,变革型领导是一个二阶单因素构念,它是德行垂范、愿景激励、个性化关怀和个人魅力的潜变量；心理授权由意义、自我效能、自我决定和影响四个维度构成；领导成员交换关系和满意度都是单维构念；组织公平是由分配公平和互动公平组成的二维构念；组织承诺是由情感承诺和连续承诺组成的二维构念。
其次,心理授权和组织公平的中介效应。由于探索性因子分析结果表明,发言权与组织过程公平和互动公平形成了一个因子,因此,发言权的中介效应检验意义不大。本研究利用AMOS7.0进行结构方程建模检验心理授权、组织公平对变革型领导和满意度与组织承诺的中介效应,得出了如下结论：
变革型领导可以显著提升下属的心理授权。变革型领导对心理授权的四个维度均有显著的正向影响作用。心理授权通过两个影响和意义两个维度直接影响下属的满意度。心理授权在变革型领导和满意度之间起到部分中介作用。
下属的心理授权可以提升下属的情感承诺,但却会对下属的连续承诺产生消极影响。研究发现,心理授权通过影响、意义和自我效能三个维度对下属的情感承诺产生直接的正向影响。然而,对组织的积极情感并不一定意味着下属不会考虑离开现有的组织。心理授权的这三个维度对下属的连续承诺产生的是消极影响。心理授权在变革型领导和情感承诺之间起到部分中介作用,心理授权在变革型领导和连续承诺之间起到完全中介作用。
下属的心理授权感越高,他／她对组织公平的认知就越高。变革型领导可以对互动公平产生直接的积极影响,同时,还可以通过心理授权的影响和自我决定维度对互动公平产生正向作用。变革型领导对下属的分配公平感知没有直接的影响,它通过心理授权的影响、自我效能和自我决定影响下属对分配公平的感知。心理授权在变革型领导和组织分配公平之间起到完全中介作用,在变革型领导和组织互动公平之间起到部分中介作用。
分配公平和互动公平都可以显著提升下属的满意度,由于变革型领导还可以通过心理授权的影响和意义维度对下属的满意度产生影响,因此,互动公平和分配公平在变革型领导和下属满意度之间起到部分中介作用。
分配公平和互动公平对下属的情感承诺都有积极的影响,但由于变革型领导还可以通过心理授权的影响、意义和自我效能对下属的情感承诺产生影响,因此,互动公平和分配公平在变革型领导和下属情感承诺之间起到部分中介作用。
满意度对下属的情感承诺和连续承诺都有显著的积极影响。下属的满意度提升1个单位,其情感承诺将提升0.293个单位；下属的满意度提升1个单位,其连续承诺将提升0.545个单位。
变革型领导通过不同路径对连续承诺产生的影响既有积极的也有消极的,其整体间接影响约为零。因此,本研究认为变革型领导通过心理授权、组织组织公平和满意度的中介之后对连续承诺没有显著影响。
再次,领导成员关系的调节效应。本研究利用SPSS15.0中的层次回归方法对领导成员交换关系对变革型领导和满意度、组织承诺之间的调节效应进行了检验。研究发现领导成员关系在变革型领导和满意度之间起到调节作用,其调节作用在变革型领导和组织承诺之间不显著。当领导成员关系质量高时,实施变革型领导将带来更高的下属满意度；当领导成员关系质量低时,实施变革型领导对下属满意度的影响并不显著。
最后,本研究发现我国被试对组织公平和组织承诺量表的理解上可能与西方存在的差异,因此,发展适合中国情景的组织公平和组织承诺量表可能是未来对中国组织行为领域研究具有重要意义的一项工作。
An extensive literature suggests that transformational leadership is positively associated with work attitudes and behaviors at both an individual and organizational level. However, the mechanisms and processes by which transformational leaders influence their followers' motivation and performance have not been fully addressed in the literature.So there is a greater need to pay attention to the understanding of the mechanisms and processes through which transformational leadership influences work-related attitudes such as employee satisfaction and commitment in order to develop a more complete understanding of the inner workings of transformational leadership.
This study analysed 347 valid samples from more than 10 industries by regression analysis and structural equation modeling in SPSS15.0 and AMOS7.0 and got the following conclusions.
First, through exploratory factor analysis and conformatory factor analysis of transformational leadership, psychological empowerment, organizational justice, leader-member exchange relationship, satisfaction and organizational commitment,the author concludes that transformational leadership is a second-order single-factor construct; psychological empowerment is constructed by four dimensions which are influence, meaning, self-efficacy and self-determination; LMX and satisfaction are two first-order single-factor construct; organizational justice is a two-dimension construct including distributive justice and interactional justice; organizational commitment is also a two-dimension construct including affective commitment and continuance commitment.
Second, psychological empowerment and organizational justice's mediating effect. Structural equation modeling analysis suggests that transformational leadership can significantly improve employees'psychological empowerment. Influence and meaning dimensions exert direct effect on employees' satisfaction. Psychological empowerment has partial mediating effect between transformational leadership and satisfaction.
Employees'psychological empowerment has positive effect on their affective commitment. It can exert its positive effect on affective commitment through influence, meaning and self-efficacy. However, liking an organization doesn't definitely equal to staying in this organization. The upper three dimensions also have negative effect on employees'continuance commitment. Psychological empowerment has partial mediating effect between transformational leadership and affective commitment as well as full mediating effect between transformational leadership and continuance commitment.
The higher an employee feels empowered, the higher organization justice is percepted. Transformational leadership can exert positive effect directly and positive effect through influence and self-ditermination dimensions of psychological empowerment indirectly on interactional justice. The positive effect of transformational leadership to distributive justice is passed through influence, self-efficacy and self-ditermination dimensions of psychological empowerment. Psychological empowerment's partial mediating effect between transformational leadership and interactional justice and full mediating effect between transformational leadership and distributive justice are found in this study.
Distributive justice and interactional justice can improve employees' satisfaction significantly, however, influence and meaning dimensions of psychological empowerment have positive effect to satisfaction at the same time. The role distributive justice and interactional justice playing between transformational leadership and satisfaction is partial mediating effect.
Distributive justice and interactional justice can improve employees' affective commitment significantly; meanwhile, transformational leadership can improve affective commitment through influence, meaning and self-efficacy. So they play partial mediating effect between transformational leadership and employees' affective commitment.
Satisfaction has significantly positive effect on affective commitment and continuance commitment. If employees' satisfaction improves 1 unit, their affective commitment will improve 0.293 unit and continuance commitment will improve 0.545 unit.
Transformation leadership has on significant effect to employees'contiuance commitment through psychological empowerment, organizational justice and satisfaction because some paths have positive effect and some paths have negative effect.
Third, leader-member exchange relationship's moderating effect. Stepwise regression result shows that the intercation of leder-member exchange relationship and transformational leadership has significant effect on employees'satisfaction. However, the moderating effect of LMX between transformation leadership and employees'organizaitonal commitment isn't found in this study.
At last, this study finds that scales of organizational justice and organizational commitment may have cultural differences between Chinese and Western context. So the development of these scales suitable for Chinese context is of big importance to China's organizational behavior domain in the future.
本研究利用SPSS 15.0和AMOS7.0对来自于超过10个行业的347个有效样本进行了回归分析和结构方程模型等实证分析,得出以下结论：
首先,研究变量的构念。通过对变革型领导、心理授权、组织公平、领导成员关系、满意度和组织承诺所做的验证性因子分析,本研究认为,变革型领导是一个二阶单因素构念,它是德行垂范、愿景激励、个性化关怀和个人魅力的潜变量；心理授权由意义、自我效能、自我决定和影响四个维度构成；领导成员交换关系和满意度都是单维构念；组织公平是由分配公平和互动公平组成的二维构念；组织承诺是由情感承诺和连续承诺组成的二维构念。
其次,心理授权和组织公平的中介效应。由于探索性因子分析结果表明,发言权与组织过程公平和互动公平形成了一个因子,因此,发言权的中介效应检验意义不大。本研究利用AMOS7.0进行结构方程建模检验心理授权、组织公平对变革型领导和满意度与组织承诺的中介效应,得出了如下结论：
变革型领导可以显著提升下属的心理授权。变革型领导对心理授权的四个维度均有显著的正向影响作用。心理授权通过两个影响和意义两个维度直接影响下属的满意度。心理授权在变革型领导和满意度之间起到部分中介作用。
下属的心理授权可以提升下属的情感承诺,但却会对下属的连续承诺产生消极影响。研究发现,心理授权通过影响、意义和自我效能三个维度对下属的情感承诺产生直接的正向影响。然而,对组织的积极情感并不一定意味着下属不会考虑离开现有的组织。心理授权的这三个维度对下属的连续承诺产生的是消极影响。心理授权在变革型领导和情感承诺之间起到部分中介作用,心理授权在变革型领导和连续承诺之间起到完全中介作用。
下属的心理授权感越高,他／她对组织公平的认知就越高。变革型领导可以对互动公平产生直接的积极影响,同时,还可以通过心理授权的影响和自我决定维度对互动公平产生正向作用。变革型领导对下属的分配公平感知没有直接的影响,它通过心理授权的影响、自我效能和自我决定影响下属对分配公平的感知。心理授权在变革型领导和组织分配公平之间起到完全中介作用,在变革型领导和组织互动公平之间起到部分中介作用。
分配公平和互动公平都可以显著提升下属的满意度,由于变革型领导还可以通过心理授权的影响和意义维度对下属的满意度产生影响,因此,互动公平和分配公平在变革型领导和下属满意度之间起到部分中介作用。
分配公平和互动公平对下属的情感承诺都有积极的影响,但由于变革型领导还可以通过心理授权的影响、意义和自我效能对下属的情感承诺产生影响,因此,互动公平和分配公平在变革型领导和下属情感承诺之间起到部分中介作用。
满意度对下属的情感承诺和连续承诺都有显著的积极影响。下属的满意度提升1个单位,其情感承诺将提升0.293个单位；下属的满意度提升1个单位,其连续承诺将提升0.545个单位。
变革型领导通过不同路径对连续承诺产生的影响既有积极的也有消极的,其整体间接影响约为零。因此,本研究认为变革型领导通过心理授权、组织组织公平和满意度的中介之后对连续承诺没有显著影响。
再次,领导成员关系的调节效应。本研究利用SPSS15.0中的层次回归方法对领导成员交换关系对变革型领导和满意度、组织承诺之间的调节效应进行了检验。研究发现领导成员关系在变革型领导和满意度之间起到调节作用,其调节作用在变革型领导和组织承诺之间不显著。当领导成员关系质量高时,实施变革型领导将带来更高的下属满意度；当领导成员关系质量低时,实施变革型领导对下属满意度的影响并不显著。
最后,本研究发现我国被试对组织公平和组织承诺量表的理解上可能与西方存在的差异,因此,发展适合中国情景的组织公平和组织承诺量表可能是未来对中国组织行为领域研究具有重要意义的一项工作。
An extensive literature suggests that transformational leadership is positively associated with work attitudes and behaviors at both an individual and organizational level. However, the mechanisms and processes by which transformational leaders influence their followers' motivation and performance have not been fully addressed in the literature.So there is a greater need to pay attention to the understanding of the mechanisms and processes through which transformational leadership influences work-related attitudes such as employee satisfaction and commitment in order to develop a more complete understanding of the inner workings of transformational leadership.
This study analysed 347 valid samples from more than 10 industries by regression analysis and structural equation modeling in SPSS15.0 and AMOS7.0 and got the following conclusions.
First, through exploratory factor analysis and conformatory factor analysis of transformational leadership, psychological empowerment, organizational justice, leader-member exchange relationship, satisfaction and organizational commitment,the author concludes that transformational leadership is a second-order single-factor construct; psychological empowerment is constructed by four dimensions which are influence, meaning, self-efficacy and self-determination; LMX and satisfaction are two first-order single-factor construct; organizational justice is a two-dimension construct including distributive justice and interactional justice; organizational commitment is also a two-dimension construct including affective commitment and continuance commitment.
Second, psychological empowerment and organizational justice's mediating effect. Structural equation modeling analysis suggests that transformational leadership can significantly improve employees'psychological empowerment. Influence and meaning dimensions exert direct effect on employees' satisfaction. Psychological empowerment has partial mediating effect between transformational leadership and satisfaction.
Employees'psychological empowerment has positive effect on their affective commitment. It can exert its positive effect on affective commitment through influence, meaning and self-efficacy. However, liking an organization doesn't definitely equal to staying in this organization. The upper three dimensions also have negative effect on employees'continuance commitment. Psychological empowerment has partial mediating effect between transformational leadership and affective commitment as well as full mediating effect between transformational leadership and continuance commitment.
The higher an employee feels empowered, the higher organization justice is percepted. Transformational leadership can exert positive effect directly and positive effect through influence and self-ditermination dimensions of psychological empowerment indirectly on interactional justice. The positive effect of transformational leadership to distributive justice is passed through influence, self-efficacy and self-ditermination dimensions of psychological empowerment. Psychological empowerment's partial mediating effect between transformational leadership and interactional justice and full mediating effect between transformational leadership and distributive justice are found in this study.
Distributive justice and interactional justice can improve employees' satisfaction significantly, however, influence and meaning dimensions of psychological empowerment have positive effect to satisfaction at the same time. The role distributive justice and interactional justice playing between transformational leadership and satisfaction is partial mediating effect.
Distributive justice and interactional justice can improve employees' affective commitment significantly; meanwhile, transformational leadership can improve affective commitment through influence, meaning and self-efficacy. So they play partial mediating effect between transformational leadership and employees' affective commitment.
Satisfaction has significantly positive effect on affective commitment and continuance commitment. If employees' satisfaction improves 1 unit, their affective commitment will improve 0.293 unit and continuance commitment will improve 0.545 unit.
Transformation leadership has on significant effect to employees'contiuance commitment through psychological empowerment, organizational justice and satisfaction because some paths have positive effect and some paths have negative effect.
Third, leader-member exchange relationship's moderating effect. Stepwise regression result shows that the intercation of leder-member exchange relationship and transformational leadership has significant effect on employees'satisfaction. However, the moderating effect of LMX between transformation leadership and employees'organizaitonal commitment isn't found in this study.
At last, this study finds that scales of organizational justice and organizational commitment may have cultural differences between Chinese and Western context. So the development of these scales suitable for Chinese context is of big importance to China's organizational behavior domain in the future.
引文
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