I 摘要 领导者在组织中，一般扮演着核心角色，领导风格对员工工作绩效的影响尤 为重要[31]。员工的工作绩效会显著影响到企业的工作绩效。因为员工的个人条件 以及兴趣爱好存在差异性，领导必须做到包容性管理，因而研究包容型领导对员 工工作绩效的影响具有实际的管理实践意义。“包容型教育”于2006年以包容型领 导的名义被引入到组织管理领域，而“工作投入”源于心理学。笔者通过查阅文献发 现，单独研究包容型领导与工作绩效关系的文献较少，以工作投入为中介变量的 更是没有。因此，本文以JZ公司为研究对象，探究包容型领导、工作投入与工作 绩效三者之间的关系。 文章在梳理国内外包容型领导、工作投入与工作绩效相关文献的基础上，从 JZ公司在三者管理中存在的具体问题出发，构建了三者的概念模型，并提出三者 的关系假设。运用问卷调查法，回收299份问卷，借助SPSS16.0和AMOS软件进 行描述性分析、相关分析及回归分析。 通过Cronbach`s α系数检验了三个量表的信度，通过验证性因子分析证实了包 容型领导包括开放性、有效性和易接近性三个维度，工作投入包括活力、奉献和 专注三个维度，工作绩效包括任务绩效和周边绩效两个维度，并且各量表均具有 较高的效度。 通过开展相关分析和回归分析，在包容型领导与工作绩效的关系分析中，证 实了开放性与任务绩效正向影响显著，有效性与周边绩效正向影响显著；在包容 型领导与工作投入之间的关系中，证实了开放性、有效性及易接近性均与活力、 奉献、专注正向影响且显著；在工作投入与工作绩效之间的关系分析中，证实了 活力、奉献及专注均与任务绩效正向影响且显著，奉献及专注均与周边绩效正向 影响且显著；工作投入在包容型领导和工作绩效之间的中介作用得到证明。 本文关于包容型领导、工作投入与工作绩效三者之间关系的研究，为JZ公司 提高工作绩效提供了新的管理思路，同时也为同行业的公司提供了有益参考。 关键词：包容型领导，工作投入，工作绩效，中介作用 ABSTRACT II ABSTRACT Leaders generally play a core role in the organization, and the influence of leadership style on employees' work performance is particularly important [31]. The work performance of employees will significantly affect the work performance of enterprises. Because of the differences in personal conditions and interests of employees, leaders must achieve inclusive management, so it is of practical significance to study the impact of inclusive leadership on employees' work performance. "Inclusive education" was introduced into the field of organizational management in the name of inclusive leadership in 2006, and "work input" originated from psychology. Through the literature review, the author found that there are few studies on the relationship between inclusive leadership and work performance, especially on work input. Therefore, this paper takes JZ company as the research object to explore the relationship among inclusive leadership, work input and work performance. Based on the literature review of inclusive leadership, work input and work performance at home and abroad, this paper constructs the conceptual model of JZ company and proposes the relationship hypothesis of the three. Using questionnaire survey method, 299 questionnaires were collected, descriptive analysis, correlation analysis and regression analysis were carried out with SPSS16.0 and Amos software. Cronbach's α coefficient was used to test the reliability of the three scales. Confirmatory factor analysis confirmed that inclusive leadership includes three dimensions: openness, effectiveness and accessibility. Work input includes three dimensions: vitality, dedication and focus. Work performance includes two dimensions: task performance and peripheral performance. All the scales have high validity. Through correlation analysis and regression analysis, in the analysis of the relationship between inclusive leadership and work performance, it is confirmed that openness and task performance have a significant positive impact, effectiveness and peripheral performance have a significant positive impact; in the relationship between inclusive leadership and work input, it is confirmed that openness, effectiveness and accessibility have a significant positive impact on vitality, dedication and focus; In the analysis of the relationship between work input and work performance, it is confirmed that vitality, dedication and focus have a positive and significant impact on task ABSTRACT III performance, dedication and focus have a positive and significant impact on peripheral performance, and work input has an intermediary role between inclusive leadership and work performance. This paper studies the relationship among inclusive leadership, work input and work performance, which provides a new management idea for JZ company to improve work performance, and also provides a useful reference for companies in the same industry. Key words: inclusive leadership, work input, work performance, intermediary role 目录 IV 目 录 第一章 绪论 .................................................................................................................. 1 1.1 选题背景 ............................................................................................................ 1 1.1.1理论背景 ................................................................................................... 1 1.1.2 实际背景 .................................................................................................. 2 1.2 研究意义 ............................................................................................................ 2 1.2.1 理论价值 .................................................................................................. 2 1.2.2 实践意义 .................................................................................................. 2 1.3 研究内容 ............................................................................................................ 3 1.3.1 研究目的 .................................................................................................. 3 1.3.2 研究内容 .................................................................................................. 3 1.4 研究方法与技术路线 ........................................................................................ 3 1.4.1 研究方法 .................................................................................................. 3 1.4.2 技术路线 .................................................................................................. 4 第二章 理论与文献综述 .............................................................................................. 5 2.1 包容型领导研究综述 ........................................................................................ 5 2.1.1 包容型领导的概念 .................................................................................. 5 2.1.2 包容型领导的维度与测量 ...................................................................... 6 2.1.3 包容型领导的研究现状 .......................................................................... 7 2.1.4 包容型领导理论的研究述评 .................................................................. 9 2.2 工作绩效 ............................................................................................................ 9 2.2.1 工作绩效的概念 ...................................................................................... 9 2.2.2 工作绩效的测量 .................................................................................... 10 2.2.3 工作绩效的研究现状 ............................................................................ 12 2.2.4 工作绩效的研究述评 ............................................................................ 15 2.3 工作投入研究综述 .......................................................................................... 15 2.3.1 工作投入的概念 .................................................................................... 15 2.3.2 工作投入的维度与测量 ........................................................................ 16 2.3.3 工作投入研究现状 ................................................................................ 17 2.3.4 工作投入研究评述 ................................................................................ 20 第三章 JZ公司现状及存在的问题 ...........