| Purpose-By the investigation of empathy, leader style, and leadership effectiveness on the Leaders of Universities,the purpose of this study is to explore the complex relationships among these three different variables, and to seek out the predictive variables of leadership effectiveness by regression analysis. We hope that the leaders of Universities will pay more attention to their empathy, and provide them with new visual angle to upgrade their leadership effectiveness.Method-questionnaire survey and literature analysis method were undertaken. Data were collected with questionnaires from211leaders and456subordinates in seven universities, leaders self-reported their empathy and leader style, while subordinates evaluated leadership effectiveness which contains organizational commitment and job satisfaction, and then SPSS17.0was used to test research hypothesis, contain descriptive statistics, variance analysis, correlation analysis, regression analysis and mediation effect analysis.Results-(1) There are notable gender differences and age differences on empathy. Female leaders’mean are significantly higher than that of male’s (F=15.604, p<0.01). Younger leaders’mean are significantly higher than that of older leaders’(F=6.279, p<0.01). There are notable gender differences and age differences on cognitive empathy. Female leaders’mean are significantly higher than that of male’s (F=4.950, p<0.05). Younger leaders’mean are significantly higher than that of older leaders’(F=9.279, p<0.01). Masters’ cognitive empathy are significantly higher than that of bachelor’s and doctor’s (F=4.027, p<0.05).There are notable gender differences on affective empathy. Female leaders’mean are significantly higher than that of male’s (F=17.420, p<0.01)(2) There are notable gender differences and age differences on leader style. Female leaders’task-oriented leader style are significantly higher than that of male’s (F=6.195,P<0.05). Female leaders’relationship-oriented leader style are significantly higher than that of male’s (F=12.439, p<0.01). Younger leaders’task-oriented leader style are significantly higher than that of older leaders’(F=8.679, p<0.01). Younger leaders’relationship-oriented leader style are significantly higher than that of older leaders’(F=9.658, p<0.01)(3)There are notable gender differences and age differences on leadership effectiveness. Female leaders’mean are significantly higher than that of male’s(F=7.273, p<0.01). Leadership effectiveness which from40to49years old are significantly higher than that of other age grades (F=2.803, p<0.05); Doctor’s leadership effectiveness are significantly higher than that of bachelor’s and master’s (F=3.577, p <0.05).(4)Leaders’empathy were significantly related with task-oriented leader style (r=0.447, p<0.05) and relationship-oriented leader style (r=0.685, p<0.01). Leaders’ empathy was significantly related with leadership effectiveness (r=0.567, p<0.01). Leaders’leadership effectiveness were significantly related with task-oriented leader style (r=0.204, p<0.01) and relationship-oriented leader style (r=0.522, p<0.01)(5) Leadership effectiveness was well predicted by cognitive empathy and affective empathy, which the standardized regression coefficient were0.346and0.355respectively. The task-oriented leader style and relationship-oriented leader style could jointly predict leadership effectiveness, which the standardized regression coefficient were-0.218and0.647respectively.(6) Relationship-oriented leader style works as an un-complete mediator between empathy and leadership effectiveness, which the mediation effect is0.168. Relationship-oriented leader style works as an un-complete mediator between empathy and organizational commitment, which the mediation effect is0.183. Relationship-oriented leader style works as an un-complete mediator between empathy and job satisfaction, which the mediation effect is0.117. Relationship-oriented leader style works as an un-complete mediator between cognitive empathy and leadership effectiveness, which the mediation effect is0.204. Relationship-oriented leader style works as an un-complete mediator between affective empathy and leadership effectiveness, which the mediation effect is0.177. Relationship-oriented leader style works as an un-complete mediator between cognitive empathy and organizational commitment, which the mediation effect is0.214. Relationship-oriented leader style works as an un-complete mediator between cognitive empathy and job satisfaction, which the mediation effect is0.151. Relationship-oriented leader style works as an un-complete mediator between affective empathy and job satisfaction, which the mediation effect is0.148. Relationship-oriented leader style works as an un-complete mediator between affective empathy and organizational commitment, which the mediation effect is0.169.Conclusion-(1)There are some notable differences regarding empathy, leader style, and leadership effectiveness because of demographic variables such as gender, age, education backgrounds.(2)Leaders’cognitive empathy and affective empathy were significantly related with leadership effectiveness. Leaders’ cognitive empathy and affective empathy are significantly related with leader style. Leaders’task-oriented leader style and relationship-oriented leader style are significantly related with job satisfaction and organizational commitment in leadership effectiveness.(3) Leadership effectiveness was well predicted by cognitive empathy and affective empathy.Leadership effectiveness was well predicted by task-oriented leader style and relationship-oriented leader style. Leaders’cognitive empathy, affective empathy in empathy, task-oriented leader style and relationship-oriented leader style could jointly predict leadership effectiveness.(4) Relationship-oriented leader style works as an un-complete mediator between empathy and leadership effectiveness, while task-oriented leader style works not any mediation effect. Empathy could also directly or indirectly influence leadership effectiveness. |
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