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在发展中经济体的组织变革倡议期间,文化调整的领导和员工行为
Ibrahim Alusine Kebe1,2, Yingqi Liu1, Christian Kahl1
1School of Economics and Management, Beijing Jiaotong University, Beijing 100044, China.
Behavioral sciences (Basel, Switzerland)
|March 28, 2025
概括
文化适应性的领导是组织变革成功的关键. 变革式领导力在高权力距离文化中最有效,而交易式领导力在高不确定性回避文化中最有效.
科学领域:
- 组织行为 组织行为
- 跨文化管理 跨文化管理
- 领导力研究 领导力研究
背景情况:
- 由于市场转变和技术颠覆,组织变革越来越复杂.
- 有效的领导力对于在变革期间导航文化动态至关重要.
- 了解领导风格和文化维度之间的相互作用对于员工成果至关重要.
研究的目的:
- 探索文化适应性领导如何影响塞拉利昂商业银行部门在变革期间的员工成果.
- 将转型型和交易型领导风格与霍夫斯特德的文化维度 (权力距离和避免不确定性) 结合起来.
- 检查文化价值观对领导方法与员工成果之间的关系的影响.
主要方法:
- 横截面研究设计. 截面研究设计.
- 从塞拉利昂商业银行的820名员工收集的数据.
- 用于数据分析的结构方程建模 (SEM).
主要成果:
- 变革型领导力在高功率距离环境中显著提高了员工成果.
- 在高不确定性避免设置中,交易领导更有效.
- 领导风格必须适应特定的文化背景,以获得最佳的绩效.
结论:
- 在组织变革期间,文化适应性领导对于推动员工成果至关重要.
- 霍夫斯泰德的文化维度 (权力距离,避免不确定性) 显著调节领导风格的有效性.
- 领导者需要根据文化细微差别来定制他们的方法,以获得持续的成功.
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