Construction of Hybrid Leadership Model Based on Transformational Leadership.

本研究以Bass的混合解释理论为基础，考察了变革型领导和交易型领导在日本企业中的作用。初步编制的混合型领导问卷包括上级问卷(项目73)和下属问卷(项目70)。对134名中层管理人员及其直属1108名直接下属进行了问卷调查，并对上级主管的调查数据进行了因子分析。本研究提取了以下五个因素：(I)智力激励动机，(Ii)非魅力自我知觉，(Iii)或有奖励，(Iv)消极估计，和(V)非个人化考虑。也就是说，出现了前人研究无法明确的自我知觉和从属知觉的因素。其次，通过对下属样本数据的因子分析，提取了五个因素。被提取的因素如下：(1)魅力领导，(2)对下属表现的评价和反馈，(3)智力激励和目标设定，(4)常规管理，(5)下属的额外努力。我们提出了一个因果模型，假设这五个因素与下属的道德品质之间存在一定的关系。对模型进行通径分析。通过分析发现，魅力领导并不直接影响下属的品德，而是通过上级的领导行为影响下属的品德。此外，研究还发现，有魅力的管理者削弱了下属的压力-道德。

This study examined the effects of transformational leadership and transactional leadership in Japanese companies, based on Bass's theory which has been called hybrid explanations. The hybrid leadership questionnairs, constructed by the preliminary investigation, were the supervisors' questionnaire (items 73) and the subordinates' questionnaire (items 70). A total of 134 middle managers and 1108 their immediate subordinates responded to the above-mentioned questionnaires, respecively corresponded.Factor analyzes were done on the data obtained by the supervisors. The following five factors were extracted : (I) intellectual-inspirational motivation, (II) non-charismatic self-perception, (III) contingent reward, (IV) negative estimate, and (V) non-individualized consideration. Namely, the factors of self-perception and subordinaate-perception which the previors studies could not become clear were emerged.Next, five factors were extacted by factor analyzing the data of the sample of subordinates. The extracted factors were as follows : (I) charismatic leadership, (II) evaluation and feedback to subordinates' performance, (III) intellectual stimulation and goal setting, (IV) conventional management, and (V)subordinates' extra effort. We specifed a causal model in which some relationships were assumed between these five factors and subordinates' morals. The model was subjected to path analysis. From analysis, it was shown that charismatic leadership did not directly infulence the subordinates' moral, and that it influenced the subordinates' moral through the superviors' leadership behaviors. Further, it was found that the charismatic managers weakened the subordiantes' stress-moral.