Research On The Relationship Of Leadership Style,Communication Openness And Contextual Performance

Since the21st century, competition between companies is becoming more and more fierce, and such kind of competition is not just about market and resources, the importance of talents (intangible capital) is increasing. Therefore, companies must consider how to transfer human capital into productivity, thereby improving business performance. Each leader will have different leadership style, and will have different effects on contextual performance of employees. Atmosphere of open communication in the organization will encourage employees to be engaged in contextual behavior. Similarly, in different extent of communication openness, the manager’s leadership style will have different effects on contextual performance of employees. This article will divide variables into two levels:individual and organizational levels. Leadership style and contextual performance are individual level variables, and communication openness is organizational level variable.Based on the theory of leadership, organization communication, performance management and cross-level analysis, this paper regards contextual performance as the dependent variable, and study the direct effect of leadership style and communication openness on contextual performance. Meanwhile, this paper regards communication openness as moderator. The effect of leadership style on contextual performance will differ when communication openness is at different level. This paper uses questionnaire investigation combined with empirical research to further investigate the relationship.This paper gets research hypothesis through theoretical analysis, and then uses questionnaires investigation to collect data. And SPSS19.0is used for descriptive statistics analysis, reliability analysis, correlation analysis, independent samples T-test and ANOVA. Lisrel8.7is used for confirmatory factor analysis. And HLM7is used for hypothesis testing.This paper applies theoretical analysis and quantitative empirical research to get the following conclusions:(1) Employees’ gender, age, education, marital status, working experience and positions, corporate nature, industry and its scale, have varying impact on leadership styles, communication openness and contextual performance.(2) Transformational leadership style will significantly affect contextual performance. Moral modeling, charisma and vision inspiration have no significant influence on interpersonal fadlitation; personalized consideration can influence interpersonal fadlitation significantly. Charisma and personalized consideration have no significant influence on job dedication and organization protection; moral modeling and vision inspiration can influence job dedication and organization protection significantly.(3) Transactional leadership style will significantly affect contextual performance. The active management of exception has no significant influence on contextual performance of employees; contingent reward will have significant positive effect on contextual performance of employees, and the passive management of exception will have significant negative effect on contextual performance of employees.(4) Communication openness will have significant positive impact on the three dimensions of contextual performance.(5) Communication openness will have moderate effect on the relationship of transformational leadership style and contextual performance, in which communication openness has moderate effect on the relationship between charisma, personalized consideration and job dedication.(6) Communication openness will have moderate effect on the relationship of transactional leadership style and contextual performance, in which communication openness has moderate effect on the relationship between the active management of exception and organization protection.