The Impact Of The Leadership Style For Organizational Commitment Based On Cultural Adjustment Between Urgur And Hang Nationality

Culture has always been a research hotspot in the field of management, where it explores the commonalities and diversities between different cultures, distinguish the real cultural differences and surface impression and analysis how to avoid misunderstandings and conflicts due to cultural differences in order to make full use of diverse cultural resources to promote innovation and cooperation in and between organizations. However, But the study of cultural differences are mostly concentrated on the field of national culture, very few on ethnic cultures study. Xinjiang region is a multi-ethnic culture place since ancient time, whose cultural homogeneity and difference make as distinct cultural characteristics. Based on this, this article selects the differences between urgur and Han nationality as the research topic to research whether the different national culture, leadership style and organizational commitment exist differences.This study firstly refer to some relevant national culture, leadership style, organizational commitment and some related documents and theory to provide theoretical basis and support for this research. Next, it finished questionnaire design and scale construction, confirm the appropriate research methods and approaches. Finally the culture differences between urgur and Han nationality was studied based on Hofstede cultural values.The first chapter mainly puts forward the research background, significance and research method and technical route. Through overview of domestic and foreign relevant theory, it comes up with research ideas and methods, as well as the main research contributions and shortcomings. The second chapter is to complete related theoretical study and review. This paper states the culture and ethnic culture, cultural values theory, leadership style and organizational commitment and related literature review to provide support for the later research. The third chapter puts forward hypothesis design and model, complete the questionnaire design and scale construction. It also surveys the reliability and validity of questionnaire, and at the same time it completed the dimension validation of the scale construction by using Factor Analysis Method. The fourth chapter analyzes the culture differences of collectivism and power distance dimension between urgur and Han nationality in Xinjiang region.It further study the regulating effect for urgur and Han nationality on the leadership style, organizational commitment variables. At last, it study both collectivism and power distance dimension of leadership style and the adjustment of the organizational commitment, to analyze the two dimensions whether have different adjustment between urgur and Han nationality. It analyses the research conclusion of this paper, and give some targeted explanations in the fifth chapter. In the last chapter, some recommendations are put forward for enterprise management based on the research work while it discusses the shortage of the research and make outlook for future research.The main conclusions are as following: Firstly, there are culture differences on collectivism and power dimensions between urgur and Han nationality. Next, there is existing different regulating effect on leadership style and organizational commitment for urgur and Han nationality. And at last, the collectivism and power distance culture factor have different adjustment on leadership style and organizational commitment.