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Study On The Effect Of Moderate Leadership On Orgnizatioanl Leadership Development And Evolution Mechanism

Posted on:2015-02-01Degree:DoctorType:Dissertation
Country:ChinaCandidate:Y QuFull Text:PDF
GTID:1109330467983189Subject:Business Administration
Abstract/Summary:PDF Full Text Request
Leadership has always been a hot topic in researches on organization and strategy. The rise of uncertainties in current environment, on the one hand, reduces the effectiveness of management forecast, and on the other hand, sets a higher standard for leadership of entrepreneurs and organizations. Based on Chinese traditional philosophy and latest development of the theory of leadership, this dissertation focuses on "how personal leadership transforms into organizational leadership against the background of Chinese culture", discusses the connotation and the dimensions of moderate leadership, and as well as the path and functional pattern of moderate leadership transforming into organizational leadership. By introducing a qualitative study on2typical enterprises and their respective leaders, namely, Huawei and Haier, this dissertation verifies the theoretical framework utilized in the study, identifies the evolution mechanism of the organizational leadership development. The finding and conclusion of this dissertation mainly includes as follows:Firstly, this study puts forward the concept of moderate leadership. The so-called "moderate leadership" refers to high-ranking leaders believing in and guided by the doctrine of the golden mean and moderate management philosophy in the process of leading. Through theoretical deduction and case study, this dissertation finds that moderate leadership mainly manifests in3aspects, namely, the value of being moderate, the thinking mode of being moderate and the behavior pattern of being moderate. Specifically, the value of being moderate reflects the philosophy of the golden mean and is characterized by "integrity". The thinking mode of being moderate is the way of observing problems and is characterized by2dimensions of "integration" and "balance". The behavior pattern of being moderate is the behavior of solving problems and is characterized by3dimensions of "learning","authorization" and "cooperation". The6dimensions on3levels constitute the theoretical framework of "moderate leadership", which is a contribution to the theory of leadership.Secondly, this study finds that moderate leadership forms organizational leadership through3dual abilities. Theoretical analysis and case studies show that the moderate leadership, by forming the dual ability of learning, the dual ability of situation and the dual ability of relation in the organization, promotes the enhancement of human capital, organizational capital and social capital. Thus, personal leadership transforms into organizational leadership. The dual ability of learning of an enterprise is not only reflected in the traditional balance between exploratory learning and development learning, but also the balance between individual learning and collective learning of the enterprise. The dual ability of situation mainly displays in the equilibrium between control of power and sharing of power and the equilibrium of rule of law and rule of virtue of the enterprise. The dual ability of relation in an enterprise mainly demonstrates in the equilibrium between formal communication and informal communication and the equilibrium between cooperation and competition of the enterprise.Thirdly, the3dimensions of organizational leadership co-evolve with one another. The study finds that organizational leadership is, rather than the simple sum of human capital, organizational capital and social capital of an enterprise, but the result of gradually integration and matching of the3dimensions in the process of co-evolution. Specifically, the enhancement of human capital lays a micro-foundation for the formation of organizational capital and social capital. And the organizational capital is conducive to the development of human capital in various directions and promotes the continuous expansion of the social network of an enterprise. As social capital accumulates, on the one hand, the enterprise is more likely to attract excellent talents, so as to enhance human capital. And on the other hand, the accumulation of social capital makes the enterprise more easily to select suitable network resources under different architecture, so as to improve organizational capital.Fourthly, the impact of moderate leadership on organizational leadership has no order, but has punctuated equilibrium. Through case study, the growth of an enterprise is characterized by punctuated equilibrium. Thus, in different phases of growth, an enterprise has various emphases or focuses without timely order. However, personal leadership ultimately transforms into organizational leadership.The theory value and innovation of the dissertation is mainly manifested in the following3folds:firstly, raising a more local conception of moderate leadership based on Chinese traditional philosophy, classifying the conception into3aspects, namely, the value of being moderate, the thinking mode of being moderate and the behavior pattern of being moderate, and further elaborating the value of being moderate from integrity, the thinking mode of being moderate from integration and balance, the behavior pattern of being moderate from learning, authorization and cooperation. Thus, the study enriches the theoretical research on leadership. Secondly, identifying and verifying the key function of dual ability in the transformation from moderate leadership to organizational leadership. This study expands the theoretical denotation of dual ability from3aspects of learning, situation and relationship, constructs logical relations among moderate leadership, dual ability and organizational leadership, identifies the key role of dual ability in the transformation of moderate leadership to organizational leadership, and enriches the research on how personal leadership transforms into organizational leadership. Thirdly, identifying the evolution and punctuated equilibrium of the formation of organizational leadership. This dissertation specifically discusses the interaction among human capital, organizational capital and social capital of an enterprise in its growth, and finds that various dimensions of organizational leadership, driven by moderate leadership and dual ability, rather than evolve side by side, but gradually achieve matching with one another tlirough punctuated equilibrium in the process of co-evolution and eventually transforms into sustainable organizational leadership. This not only made up relevant studies on the concept of organizational leadership, but also enriches the specific studies on organizational leadership.This dissertation mainly includes six chapters. Chapter1is introduction and mainly introduces research background, core issue, research contents and methods, etc. Chapter2is literature review, expounds the theoretical situation and foundation of topic selection, and clarifies the theoretical and knowledge foundation of the dissertation. Chapter3is the elaboration of management philosophy of the golden mean, and expounds such key issues as core values and methodology. Chapter4is theoretical deduction and deduces, from theoretical perspective, the evolution mechanism of personal leadership of moderate leadership transforming into organizational leadership. Chapter5is case study and exemplifies Huawei and Haier to further verify the theoretical framework. Chapter6is conclusion and prospect and clarifies the limitations of this study and future research direction.
Keywords/Search Tags:moderate leadership, dual ability, organizational leadership, casestudy
PDF Full Text Request
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