集体主义背景下领导风格对离职倾向的影响分析-an analysis of the influence of leadership style on turnover intention under the background of collectivism.docx

dividing collectivism into two dimensions, which are level collectivism and vertical collectivism, and considering the culture dimension, the mediating effects of different dimensions of organizational commitment on the relationship between leadership style and turnover intention are different. Under the background of level collectivism, transformational leadership and transactional leadership have no significant effect on the turnover intention, and transformational leadership and transactional leadership both pass through the pathway of continuous commitment to organizational commitment. While under the background of vertical collectivism, transformational leadership has a significant effect on the turnover intention, the organizational commitment’s two dimension emotional commitment and normative commitment positively have mediating effect on the relationship between transformational leadership and turnover intention, but transactional leadership has no significant effect on the turnover intention. In conclusion, when the enterprises are looking for ways to reduce employees’ turnover, they should consider the employee’s culture background and choose the right leadership style to improve the employees’ organizational commitment, and only in that way, can the enterprises encourage employees, make employee be willing to work, improve work efficiency, and finally reduce the employees’ turnover intention.Keywords：Leadership style，Turnover Intentions，Organizational Commitment， Collectivism目录摘要....................................................................................................................... IAbstract .................................................................................................................... II目录.....................................................................................................................IV第 1 章 绪论 .......................................................................................................