Research On The Influence Mechanism Of Transformational Leadership On Employee-Organization Value Fit

As a kind of value orientation of employees,the core values of an enterprise are intuitive expressions of the code of conduct advocated by employees.They need to be continuously studied,accepted and recognized by employees,and finally guide and regulate their work behaviors.According to the theory of organizational socialization,the consistency between employees and corporate values needs to be achieved through continuous learning and adjustment.The smaller the difference between employees and organizational values is,the more positive it will be for employees and the enterprise.However,the factors affecting the difference of values have not been comprehensively and systematically studied,and empirical tests are scarce.This paper uses ASA(attract-select-loss)theory and social exchange theory and the theory of organizational socialization in carding predecessors about employee-organization based on the study of the values match,in terms of leadership,of transformational leadership,leading members of the exchange relationship of these two factors and the relationship of employee-organization value matching empirical research,and verify the leadership members exchange relationship and its various dimensions play an intermediary role in this mechanism.Firstly,this paper reviews the literatures,then conductes a research model and proposes theoretical hypothesis.Use SPSS22.0 and AMOS22.0 for empirical research.Through small sample,tests the reliability level of the questionnaire,purifies and revises the measurement terms;in the large sample,tests the validity of the questionnaire and validity of data by exploratory and confirmatory factor analysis;through independent sample T test and single-factor variance analysis,tests the differences of statistical variables in leading member exchange relationship and employee-organizational value fit;through correlation,linear regression and Bootstrap analysis to clarify the causal relationship between variables.Finally,the conclusion of this paper is drawn:(1)The ethics of transformational leadership,vision motivation,personalized care and leadership charm have a significant positive impact on the leader member exchange relationship and employee-organizational value fit.(2)The emotion,loyalty and professional respect of the leader member exchange relationship have a significant positive impact on the employees-organizational values fit;the contribution respect has no impact on the employees-organizational values fit.(3)The leader member exchange relationship plays partial mediation effect;Among them,the emotional and professional respects have a partial mediation effect in the relationships of transformational leadership and employee-organizational value fit.But the loyalty and contribution respects have no mediating effect.(4)Whether it is a transformational leadership,there is a significant difference in the leader member exchange and employee-organizational value fit.Transformational leaders,on the other hand,are more able to form a high-quality circle of the exchange relationship,and they can effectively promote the employee-organizational value fit(5)Employees with different educational levels have significant differences in leader member exchange relationship.Employees with college degree have higher quality exchange relationship with leaders than those with bachelor's degree or master's degree.Employees of different positions have differences in employee-organizational value fit.The higher the position,the better of employee-organizational value fit.There is a significant difference in employee-organizational value fit of different enterprises.The value fit degree between employees of private enterprises is higher than that between employees of state-owned enterprises.Based on the above research conclusions,this paper puts forward the following management suggestions: we should pay attention to the evaluation of employees' values,establish the value evaluation system,and establish different valuation indicators for different positons.Enterprises should do well in value training,set up systematic courses for value training,and establish different value training courses for different employees.From the perspective of leaders themselves,we should set examples of good values.Organizations should strengthen the cultivation of values-based personal leadership.Learn from private enterprises,improve the transformational leadership of state-owned enterprises,and promote the value fit of employees with organizations.Establish effective communication mechanisms and develop high-quality leader member relationships.