摘要：The purpose of this paper is to investigate connections between individual and organizational level factors and leadership in Estonian enterprises.Leader-member exchange (LMX) theory suggests that leaders do not use the same style in dealing with all subordinates,but rather develop a different type of relationship or exchange with each subordinate (Liden & Graen,1980).Locke’s range of affect theory (1976) states that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job.According to Stevens (1991),effective strategy implementation depends on the extent to which resultant changes conform to existing knowledge structures used by members of the organization to make sense of and give meaning to their work.Organizational commitment is a work-related attitude and it means the employee’s psychological attachment to the organization.McGregor’s (1957) idea was his belief that managers,who hold either set of assumptions,can create selffulfilling prophecies.According to Porter (1980),strategy is the choice of an attractive industry and good positioning within this industry (Porter,1985).Porter (2008) has grouped competition and competitive strategy into three categories:core concepts,location as a competitive advantage and competitive solutions to societal problems.The research questions are as follows:how three organizational level factors predict three leadership factors according to LMX and how leadership factors predict three individual level factors? The authors conducted an empirical study in 2007-2008.The research was done in Estonian electrical-electronic machine,retail and machine-building enterprises with 623 respondents.A standardised job satisfaction,attitude toward the firm,meaning of work,powerfulness of firm in competition against rivals,behavior of management and policy of firm questionnaires,comprising 45 items,were developed by the Denki Ringo research group (Ishikawa et al.,2006).Three factors,affect,loyalty and professional respect,were assessed by LMX scale (Liden & Graen,1980).A linear regression analysis was used in order to find statistically relevant connections between individual and organizational level factors and leadership in Estonian enterprises.The results indicate that all organizational level factors – powerfulness of firm in competition against rivals,behavior of management and policy of firm predict leadership styles – affect,loyalty and professional respect.Leadership styles – loyalty and professional respect predict individual level factors – job satisfaction,meaning of work and attitude toward the firm.The model was subsequently developed.
关键词：The purpose of this paper is to investigate connections between individual and organizational level factors and leadership in Estonian enterprises.Leader-member exchange (LMX) theory suggests that leaders do not use the same style in dealing with all subordinates,but rather develop a different type of relationship or exchange with each subordinate (Liden & Graen,1980).Locke’s range of affect theory (1976) states that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job.According to Stevens (1991),effective strategy implementation depends on the extent to which resultant changes conform to existing knowledge structures used by members of the organization to make sense of and give meaning to their work.Organizational commitment is a work-related attitude and it means the employee’s psychological attachment to the organization.McGregor’s (1957) idea was his belief that managers,who hold either set of assumptions,can create selffulfilling prophecies.According to Porter (1980),strategy is the choice of an attractive industry and good positioning within this industry (Porter,1985).Porter (2008) has grouped competition and competitive strategy into three categories:core concepts,location as a competitive advantage and competitive solutions to societal problems.The research questions are as follows:how three organizational level factors predict three leadership factors according to LMX and how leadership factors predict three individual level factors? The authors conducted an empirical study in 2007-2008.The research was done in Estonian electrical-electronic machine,retail and machine-building enterprises with 623 respondents.A standardised job satisfaction,attitude toward the firm,meaning of work,powerfulness of firm in competition against rivals,behavior of management and policy of firm questionnaires,comprising 45 items,were developed by the Denki Ringo research group (Ishikawa et al.,2006).Three factors,affect,loyalty and professional respect,were assessed by LMX scale (Liden & Graen,1980).A linear regression analysis was used in order to find statistically relevant connections between individual and organizational level factors and leadership in Estonian enterprises.The results indicate that all organizational level factors – powerfulness of firm in competition against rivals,behavior of management and policy of firm predict leadership styles – affect,loyalty and professional respect.Leadership styles – loyalty and professional respect predict individual level factors – job satisfaction,meaning of work and attitude toward the firm.The model was subsequently developed.
