Leadership Style, Employee Work Input And Job Performance

With the rapid development of the world economy, companies as an important component of the society are facing not only the more and more complicated survival environment but also the dilemma of pursuing corporate economic benefit and observing the relative conflict of social moral ethics.How to keep the vitality of continuous development in a corporate organization? How to coordinate the two players of corporate organization – leader and staff – to enhance the competitiveness of the organization with their respective roles? These two kinds of questions not only cause serious concern of leaders and managers in companies, but become research focuses as well. Several studies have investigated into the factors that influence enterprise’s competitiveness and their causal relationship. Therefore, leadership styles, work input of staff and work performance have already attracted the attention of organizational behavior and human resource management. In the present paper, researcher investigate into the relationship between leadership style, work input and work performance. The previous studies demonstrate that the leadership styles perceived by the staffs can influence the work performance of staffs and then influence their work input. However, related research is rare, when the leadership style, work input and work performance are put into an integral whole. Is there any difference between the leadership styles perceived by the staffs and by leaders themselves? Do the leader and staff have the same assessment on work input and work performance? Is there any interactive relationship between leader styles, work input and work performance of leader and staff? To answer the above questions, this research adopts the method of stratified sampling – leader and staff as independent subpopulation – to discuss the relationship between leader style, work input and work performance.Based on the study on papers, this research adopts the survey method to investigate 304 corporate employees and 280 leaders as objects to explore that firstly the relationship between leader style, work input and work performance and secondly in the comparison between the staff group and the leader group, whether the relationship mechanism for the three research variables is the same. Research findings show:1. Staffs with different population demographic variables have respective significant difference in leadership style, work input, and work performance;2. Significant positive correlation is displayed among the leadership style perceived by staffs, work input and work performance and among the dimensions. Leadership style can positively predict the work input and work performance while work input can positively predict work performance;3. Work input plays an intermediary role in perceiving the relationship between leadership style and work performance by staff;4. The leaders of different population demographic variables have significant difference in the adopted leadership style, work input and work performance;5. Significant positive correlation is displayed among the leadership style adopted by the leader, work input and work performance and among the dimensions. Work input can positively predict the leadership style adopted by the leader and work performance while the leadership style adopted by the leader can positively predict the work performance of staffs.6. The leadership styles adopted by the leaders can play an intermediary role in the relationship between work input and work performance.