领导模式与组织绩效关系研究

Chapter 1 Introduction

1.1 Introduction

1.2 Importance of"the leadership-performance relationship

1.3 Research questions

1.4 Research model

1.5 Significance of this research

1.6 Outlineof this book

Chapter 2 Literature Review

2.1 Introduction

2.2 Link between leadership and organisational performance

2.3 Definition of leadership

2.4 The history of leadership

2.5 Leadership typologies

2.6 Characteristics of Avery's leadership paradigms

2.6.1 Classical leadership

2.6.2 Transactional leadership

2.6.3 Visionary （transformational, charismatic） leadership

2.6.4 Organic leadership

2.6.5 Summary

2.7 Review of the performance measurement literature

2.8 Leadership paradigms and organisational performance

2.8.1 Classical leadership and organisational performance

2.8.2 Transactional leadership and organisational performance

2.8.3 Visionary leadership and organisational performance

2.8.4 Organic leadership and organisational performance

2.8.5 Hypotheses

2.9 Importance of mediating variables

2.9.1 Mediating role of vision

2.9.2 Mediating role of organisational climate

2.9.3 Mediating role of trust between leader and followers

2.10 The relationships between leadership paradigms, staff turnover/manager tenure and organisational performance

2.10.1 The relationship between leadership paradigms and staff turnover

2.10.2 The relationship between leadership

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Chapter 3 Research Methodology

Chapter 4 Data Preparation and Measurement Model

Chapter 5 Hypothesis Testing and Research Findings

Chapter 6 Discussion and Implications

References

Appendices

This book is also a valuable resource for researchers. Feng Fenwick Jing is to be congratulated for his excellent research that makes a valuable contribution to the study of leadership.Not only are the approach, structure, methodology and data collection of the highest standard, but the results open up many avenues for future research. My hope is that researchers in China and elsewhere will continue this ground-breaking investigation.