A Theoretical And Empirical Research Based On Psychological Motivation

At present, market competition becoming increasingly fierce with the rapid development of economy, and external environment within the organization is becoming more complex and uncertainty. The talent is the most important element of the organization, and the most unstable. How to choose an effective style of leadership and incentives to improve employee job satisfaction and organizational commitment, and thus enhance the organization's overall performance level are the leader of each organization must face the test.Burns defined the concepts of transactional leadership and transformation leadership theory in 1978, and Bass developed the Multifactor Leadership Questionnaire (MLQ) to identify behaviors underlying transformational and transactional leadership in 1985. In the past 20 years, the research about the relation of between transformational leadership behavior and employee attitudes and organizational performance has made significant progress. However, there has been little research that has examined the effect of personality and leadership style on work -related attitudes of employee, and how transformational and transactional leadership affect the effectiveness of leadership behavior, what's the moderater and mediater between transformational and transactional leadership and follower's working attitude.In this study, I have studied some important theories, including social exchange theory, leadership behavior theory, and regulatory focus theory. The main purpose of theoretical research are attempting to introduce individual chronic regulatory focus as an moderater to examine why personality traits would affect the effectiveness of leadership behavior, and propose a new research perspective to explore the action mechanism of transformational leadership and contingent reward leadership behavior on employee attitudes, with the employee's psychological motivation.Data for this study were collected from the different units, and received 424 valid samples. Results revealed that transformational leadership and chronic prevention focus were positively related to follower's job satisfaction; contingent reward leadership and chronic promotion focus were negatively affect follower's organizational commitment; transformational leadership and chronic promotion focus were negatively affect follower's organizational commitment; contingent reward leadership and chronic prevention focus were positively related to follower's job satisfaction, using hierarchical linear modeling. The results showed that transformational leadership, contingent reward leadership and followers' chronic prevention focus would significantly increase employee job satisfaction; transformational leadership, contingent reward leadership and followers'chronic promotion focus would significantly reduce the level of employee organizational commitment.The research use structural equation modeling approach to explore and test the action mechanism between leadership behavior and attitudes of its staff. The results show that transformational leadership behavior have a positive effect on follows'job satisfaction and organizational commitment; transformational leadership behavior positive effects on employee perceptions of psychological empowerment, psychological empowerment of employees positive affect followers'trust in leader, so followers'trust in leader positive impact employee job satisfaction. Contingent reward leadership positive effects on employee job satisfaction and organizational commitment; contingent reward leadership positive effect on followers'perceptions of distributive justice, fair distribution of employees perceived a positive effect on the leader-member exchange relations, leader-member exchange relations would positively affect employee job satisfaction and organizational commitment.