目标设定理论对团队效能影响研究综述.pdfVIP

Durham,c.c.1997.Effectsofleaderrole,team-setgoaldifficulty,efficacy,andtacticsonteam

effectiveness.OrganizationBehaviorandHumanDecisionProcess,72:203–231．

Goalsettingtheory

Goalsettingiswellestablishedasamotivationaltechniqueforindividualsand,toadegree,for

groupsaswell(LockeLatham,1990;O’Leary-Kelley,Martocchio,Frink,1994;Weldon

Weingart,1993).Increasingly,researchhasbeendirectedtowarddiscoveringmediatorsand

moderatorsofthegoaleffect(GuzzoDickson,1996;WeldonWeingart,1993).Goaleffects

aremostreliablewhenthegoalsarespecificanddifficult,andwhenthereiscommitmentto

thegoals,feedbackregardinggoalprogress,highself-efficacy,andknowledgeregardinghowthe

goalscanbeachieved.

Goalsettingtheoryarguesthatonsimpletasks,universaltaskstrategiessuchasdirectionof

attention,effort,andpersistence,combinedwithpreviouslylearnedhabits,aresufficienttoproduce

highperformance,whereasoncomplex,previouslyunlearnedtasks,pertinenttask-specific

strategieshavetobediscovered(LockeLatham,1990;WoodLocke,1990).

a)Cognitiveresourcetheory

Fiedlerinvestiedtheeffectofsituationallyinducedstressonleadersandfollowers,one

formofsituationalunfavorableness.Asaresult,hisinvestiionsledtothedevelopmentof

cognitiveresourcetheory.Thisisa-by-situationinteractiontheoryinwhichthe

variabareleaderintelligenceandexperienceandthesituationalvariableisstressexperienced

byleadersandfollowers.Thistheoryenjoysconsiderableempiricalsupport.

Oneofthemostimportantfindingsresultingfromtheresearchcond