—运用cvF问卷对我国高校领导的调查分析

    摘要:本研究旨在应用竞值架构来探讨我国高校领导行为的现状，分析不同背景变量下高校领导行为的差异情况。研究方法为问卷调查法。研究对象为高校领导，包括正副校长、正副书记以及纪委书记等高校主要领导。

    关键词:竞值架构;领导行为;高校领导

    总结:论文共分六个部分:

    第一部分:引言。首先介绍了本研究的缘由;其次阐述了研究的思路、方法和意义;最后对文中的相关概念进行了界定。

    第二部分:研究综述。首先对领导理论的发展轨迹进行梳理;其次重点介绍了竞值架构理论的重要内容和相关研究。

    第三部分:介绍了本文的研究对象、调查工具及研究的步骤和方法。

    第四部分:分别以描述统计、项目分析、独立样本单因子变异数分析等统计方法对回收资料进行分析，本研究得出以下几项结论:

    从总体上看，高校领导更倾向于注重结果面向和经营过程面向，而领导变革面向和人际关系面向则稍逊一筹。性别不同，领导行为在鼓励参与、预期顾客需求、激励向上超越、人际关系面向上差异显著;年龄不同，在鼓励参与、阐释政策上差异显著;职称不同，在强调速度上差异显著;级别不同，在人际关系面上差异显著;在校生规模不同，在辨认个人需求、引发重大变革、阐释政策、领导变革面向上差异显著;建校历史不同，在鼓励参与、阐释政策上差异显著;在不同学历学位、职位、年资、办学层次、高校所在城市、高

校所在区域方面，领导行为没有差异或差异不大。

    第五部分:依据研究结果，提出以下具体建议:

      (一)树立兼容并蓄的领导观念

    为了处理组织中矛盾、吊诡的问题，应该摆脱的“非此即彼”的直线式思维，而应采取“兼容并蓄”的模式进行思考。这种兼容并蓄的思考能够整合不同或对立的观点，可以将两种相互矛盾的概念同时纳入思考框架。竞值架构就是依据这种兼容并蓄的思考模式建立而成的研究途径，它解释了彼此冲突的价值如何存在于组织中，它使人们明白组织中彼此冲突的价值其实是共生共存，相互依赖的。因此，如果能以竞值架构的思考模式，跳出两极化的思维习惯，以兼容并蓄的眼光，适切地扮演多元的领导角色和发挥多种领导能力，运用广泛的而适切的领导行为，将有助于了解和处理组织中矛盾、吊诡的问题，更好地适应快速变化的组织环境和价值观日趋多元化的现代社会。

      (二)加强变革领导能力和人际领导能力建设

    随着高等教育大众化、经济全球化和知识社会的到来，高等教育必须进行变革以适应时代的巨变。这就要求高校领导必须加强自身变革领导能力。面对校内外环境的变化，高校领导必须具备高度敏感的察觉能力，准确把握社会的需要，及时调整学校发展方向，提升教育教学质量，满足社会对各种有用人才的需求;提升争取内外两种资源的能力和技巧，作为学校发展的核心竞争力。

    同时，高校领导也应重视人际领导能力以促进学校和谐气氛。高校领导应和部属建立伙伴关系，倾听下属的心声，尽量解决下属工作和生活上的困难;以民主开放的态度，鼓励下属参与校务决策，使其能够参与各项活动的规划执行;应随时关注团队合作的过程，营造和谐氛围，提升凝聚力，增加向心力，降低人际冲突对校务工作可能造成的损害。

    Abstract：The purpose of this study is that to explore the status of leadership behavior of our country's colleges and universities by Competing Values Framework (CVF), to analyse the differences between the situations of leadership behavior under the different background variables. The method used for the study is Questionnaire. The object of the study are college and university leaders including presidents and vice一presidents, secretaries and deputy secretaries, and secretary of the Commission for Discipline Inspection .The thesis is divided into six parts.

    Part I: Introduction. First introduces the origins of this study; then describes the research ideas, methods and significance; Finally, the related concepts of the article have been defined.

    Part II: Research Summary. First sorts out the trajectory of the development of the leadership theory, followed by focusing on the essential contents and related researches on the theory of CVF.

    Part III: Introduces the research object of this article, the survey instrument and the steps and methods of the study.

    Part IV: Analyses the data by descriptive statistics, item analysis, independent sample one-way ANOVA and other statistical methods separately. This study reaches the following conclusions:

    Overall, the leaders of colleges and universities prefer to producing results and managing processes rather than leading change and relating to people.

    In different gender, there is significant difference in encouraging participation, anticipating customer needs，inspiring people to exceed expectations, relating to people. In different titles, there is significant difference in relating to people. In different population of student at school, there is significant difference in acknowledging personal needs, initiating significant change, clarifying policies, and leading change. In different school history, there is significant difference in encouraging participation, and clarifying policies. There is no significant difference, or no difference in different academic degree, position, years of service, school level, the city and region where the city colleges and universities is.

    Part V: According to the research findings, puts forward the specific proposals as follows:

    (A) Adoping the thinking of Janusian leadership

    In order to deal with contradictions and paradoxes of Organizations, we should avoid the either-or linear mode of thinking, adopt a different way of thinking一j anusian thinking一to consider.  This  janusian  model  can  integrate  different  or  opposing  opinions,  take  two contradictory concepts incorporated into one framework. Competing Values Framework is that research approach based on such janusian model, It explains how the value of conflict exist in the organization with each other, It makes people understand that the conflicting values in organizations is of symbiotic co一existence, and interdependence. Therefore, if adopting the competing values framework, avoiding the habit of Polarized thinking, taking the janusian vision playing multiple leadership roles and leadership abilities, using a wide range of appropriateleadership behaviors, it would be helpful for us to understand and deal with contradictions and paradoxes, and to adapt to rapidly changing organizational environment and values of modern society that is becoming more and more diversified.

    (B) Strengthen capacity building of transformational leadership and interpersonal leadership.With the popularization of higher education, economic globalization and the advent of the knowledge society, higher education must change to adapt to the changes in time, College Leaders need to strengthen their own ability of transformational leadership. Facing the change of internal and external environment, College Leaders must possess highly sensitive capabilities of detection, accurately grasp the needs of the community and timely adjust the direction of development of school, enhance education quality, meet the community's demand for a variety of useful talents, enhance the capacity and skills for both internal and external resources as a core competitiveness of school development.

    Meanwhile, the College Leaders also should pay attention to interpersonal leadership skills in order to promote harmony of school. College Leaders should set up partnership with their subordinates, pay attention to the voice of his subordinates, try to resolve the difficulties of their work and life, encourage subordinates to participate in school decision-making in democratic and open attitude, enable them to participate in planning and implementation of various activities; The College leaders should be available to be concerned about the team process, to create a harmonious atmosphere, to enhance the cohesion and increase the centripetal force，so as to reduce the damage caused by interpersonal conflict on school work as possible.

Keyword: Competing Values Framework, leadership behavior, college leaders

（贾瑞磊教育经济与管理专业 山东师范大学硕士研究生学位论文 2009年5月）