Two sides of the same coin? Leadership and organizational culture
Two sides of the same coin? Leadership and organizational culture
复制标题
同一枚硬币的两面？
DOI：
10.1108/lodj-05-2017-0122
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发表时间：
2018
影响因子：
4.9
通讯作者：
Xiji Zhu
中科院分区：
文献类型：
--
作者：
Melody P. M. Chong;Yufan Shang;Malika Richards;Xiji Zhu
目的
研究人员采用了一种有点狭隘的组织文化概念，建立在对创始人或高层领导影响的特定假设之上。本文的目的是解决这一研究空白。
设计/方法/方式
本文以356名中国员工为研究对象，考察了组织文化、领导力与员工绩效之间的关系。具体而言，本文侧重于一个调解模型，看看不同的领导过程如何影响文化和结果之间的关系。
结果
支持型领导风格、任务型领导风格和说服型影响力策略分别与团队文化、细节文化和创新文化相关，且显著强于其他领导风格/策略。部分支持的中介作用的任务和改变领导风格，和自信和说服力的影响策略。与作者关于社会学习对结果的影响的第二个假设相反，本研究提供了一个初步的结论，即不同的文化类型可能在塑造中层管理人员方面具有不同的力量水平，从而影响下属的结果。"文化-领导-结果"模型一般表现出与"领导-文化-结果"模型相反的模式。
独创性/价值
本研究首次探讨了组织文化对领导力的影响及其对组织结果的影响，并比较了两者之间的反向关系。它提出了一个新的模式，结合社会认知理论的概念，从社会学习的角度。显著和非显著的结果都加深了我们对领导和文化的中介作用的理解。这些发现也丰富了领导理论，因为没有实证研究系统地研究风格方法和影响策略之间的异同。
Purpose
Researchers have adopted a somewhat narrow conceptualization of organizational culture, founded on specific assumptions about the impact of founders or top leadership. The purpose of this paper is to address this research gap.
Design/methodology/approach
Based on 356 Chinese employees, this paper examines the relationships between organizational culture, leadership and employee outcomes. Specifically, the paper focuses on a mediation model by looking at how different leadership processes impact the relationship between culture and outcomes.
Findings
Supportive and task leadership styles and a persuasive influence strategy are correlated with team, detail and innovation cultures, respectively, and are significantly stronger than that of other leadership styles/strategies. Partial support is found for the mediating effect of task and change leadership styles, and assertive and persuasive influence strategies. Contrary to the authors’ second assumption regarding the social learning effect on outcomes, the study provides a tentative conclusion that different culture types may have different levels of strength in molding middle management and consequently influencing subordinate outcomes. The model of “culture-leadership-outcome” generally shows a similar pattern with the reverse effect of “leadership-culture-outcome.”
Originality/value
This study was the first to examine the impact of organizational culture on leadership and their effect on organizational outcomes, and to compare the reverse relationship. It suggests a new model that combines social cognitive theory with concepts drawn from the social learning perspective. Both the significant and non-significant results enhance our understanding on the mediating effects of leadership and culture. The findings also enrich leadership theory because no empirical studies systematically examined the similarities and differences between style approaches and influence strategies.