Based On The Leadership Effectiveness Of Alternative Research

With the further improvement of industrialization, automation and informationization, the more processed and standardized of the enterprise operation and management, and the improvement of the staff's general savoir-faire, leadership substitutes have become increasingly widespread, which affects the leadership effectiveness great. This paper studies the relationship among leadership substitutes, leadership behaviors and the indications of leadership effectiveness to improve the leadership effectiveness and organizational performance.This dissertation starts with review of abundant literature and summarizes the generation of leadership substitutes theory, as well as the previous scholars' demonstrating studies, and then points out the goal and the meaning of the research according to the present research development home and abroad.On the basis of theoretical analysis, the dissertation brings forward the model and the hypotheses of present empirical research. A small-scale pre-test is carried out to revise the questionnaires;Then 146 employees from different companies are researched by a survey to collect first-hand data . Then the survey results are analyzed with SPSS, and also the findings and conclusions are compared with previous assumptions and previous research results. Finally a in-depth interviews are carried out to find out the causes to direct the management practices.According to the results and data analysis, several conclusions as follows are drawn: (1) In the main effects research of leadership substitutes on the leadership effectiveness, seven of thirteen substitutes in the leadership substitutes theory proposed by Kerr & Jermier(1978) are found to be indicators for general satisfaction;and four are predictors for task performance;and also four are predictors for contextual performance. (2) The interaction studies of leadership behaviors and leadership substitutes on criterion variables of leadership effectiveness find out: In the low level of task or organization substitutes, the relationship between leadership behaviors and general satisfaction is more significant than that in high level of task or organization substitutes;In the low level of organization substitutes, the relationship between leadership behaviors and task performance is more significant than that in high level of organization substitutes;In the high level of subordinate substitutes, the relationship between leadership behaviors and contextual performance is more significant than that in low level of subordinate substitutes. (3) In the single factor substitution effects studies, 25 groups are found to be weak substitutes for leadershipbehaviors;And cohesive workgroups is found to substitute strongly the function of instrumental leadership behavior on task performance;intrinsically satisfying tasks and cohesive workgroups are found to substitute the function of instrumental leadership behavior on contextual performance strongly. In the substitute factor combinations studies for substitution effects, tow combinations are found to be strong substitutes for supportive leadership on task performance;and three combinations are found to be strong substitutes for instrumental leadership behaviour on task performance;and also eight combinations are found to be strong substitutes for instrumental leadership behaviour on contextual performance.Though this research finds some leadership substitutes not only affect the leadership effectiveness directly, and also indirectly by influencing the relationship of leadership and leadership effectiveness, it doesn't support the leadership substitutes theory proposed by Kerr & Jermier in 1978 totally.At last, this dissertation points out the limitation of this studies and prospects the future of the research.