Research On The Mechanism Of The Impact Of Transformational Leadership In Petroleum Enterprise On The Organizational Cohesion

Affected by the volatility of international oil prices, petroleum industry suffered heavy losses, and many petroleum companies whose efficiency was "cliff-style" down struggling in the edge of loss. In the condition of low oil prices and low-margin, on the one hand by innovation itself appropriately reduce operating costs, improve operational efficiency has become the oil company's "new normal." On the other hand, Employee is an important organizational factor for the operation of petroleum companies, which can help enterprises to improve the existing situation,in the face of a series of difficult circumstances, how to enhance cohesion, ensure the stability of the workforce, and give full play the main role of employees have become questions that petroleum companies must think about. Therefore, under the complex market condition, the theoretical study on the relationship between transformational leadership and the organizational cohesion has important theoretical and practical significance.On the basis of leadership behavior theory, social exchange theory, combined with the research of modern leadership behavior and organizational cohesion, this paper studies the impact mechanism between transformational leadership and organizational cohesion of petroleum companies. Firstly, based on the analysis of transformational leadership behavior, organizational cohesion, to obtain biography about impact mechanism of transformational leadership to organizational cohesion by interview, and using Grounded Theory to tease out the impact mechanism theoretical model of transformational leadership to organizational cohesion. Secondly, on the basis of the developed scale of transformational leadership and organizational cohesion, and combined with the actual situation of China's petroleum companies, we have developed a dedicated Transformational leadership and organizational cohesion scales for our petroleum companies. The transformational leadership behavior is composed by five dimensions, namely charisma, vision motivation, intellectual stimulation, personal care, cultural leading. The organizational cohesion is composed by five dimensions, namely emotional consistency, task consistency, behavioral consistency and cultural consistency. Finally, we collected sample data by survey, use relevant statistical methods to analyze the status quo of transformational leadership and organizational cohesion, and further reveal the internal mechanism between transformational leadership and organizational cohesion of China's petroleum companies.The results show that there is a positive effect between transformational leadership and organizational cohesion, and the transformational leadership has a positive effect on the four dimensions variable, emotional consistency, task consistency, behavioral consistency and cultural consistency, of organizational cohesion; Organizational identification, organizational trust and organizational support play as a partial mediator between transformational leadership and organizational cohesion. Organizational justice play a moderator role between transformational leadership and organizational cohesion role; Organizational justice play a moderator role between transformational leadership and organizational trust. While the moderating effect of organizational justice has not been verified between transformational leadership and organizational identification as well as between transformational leadership and organizational support.Meanwhile,where is also a contrastive analysis of the above conclusion with the findings drawn in terms of some nonpetroleum businesses.Based on the above research conclusions and the status quo of China's oil enterprises, the paper puts forward the corresponding management recommendations, which provides the management ideas for the promotion of enterprise's organizational cohesion.