CAJ | 학술논문

本研究通过问卷调查的方法,探讨了不确定性规避价值观及工作负担对领导授权行为的影响。在此基础上,本研究还进一步探讨了控制愿望与管理层级的调节作用。统计分析的结果表明：（1）不确定性规避与领导授权行为显著负相关,工作负担与领导授权行为显著正相关。（2）控制愿望显著调节不确定性规避对领导授权行为的影响。（3）职位层级分别调节不确定性规避、工作负担与领导授权行为的关系。
본연구통과문권조사적방법,탐토료불학정성규피개치관급공작부담대령도수권행위적영향。재차기출상,본연구환진일보탐토료공제원망여관리층급적조절작용。통계분석적결과표명：（1）불학정성규피여령도수권행위현저부상관,공작부담여령도수권행위현저정상관。（2）공제원망현저조절불학정성규피대령도수권행위적영향。（3）직위층급분별조절불학정성규피、공작부담여령도수권행위적관계。
Prior researches have proved the relation between value orientation, job characteristics and leaders＇ behaviors. However, we have little knowledge about the link between value orientation, job characteristics and leader empowering behavior. The purpose of this study is to add new insights into the mechanism through which leader＇ uncertainty avoidance and workload relate to leader empow- ering behavior. At the same time, desirability for control and position were tested as potential moderators between uncertainty avoidance, workload and leader empowering behavior. A survey study was con- ducted on 199 MBA students and EMBA students from universities in Wuhan and Zhengzhou. The study findings suggest that leader＇ uncertainty avoidance has a significant negative effect on leader em- powering behavior. The leaders with high uncertainty avoidance are not willing to empower their subordinates. The second major finding of this study is that leader＇ workload has a positive effect on leader empowering behavior. The leaders with high workload are willing to empower their subordinates. The third major finding of this study is that desirability for control influences how leaders translate their cultural orientation into empowering behavior. When the desirability for control is high, leaders who are culturally more uncertainty avoid- ance tend not to empower their subordinates. That is desirability for control significantly moderates the relationships uncertainty avoid- ance and leader empowering behavior. The forth finding of this study is that leaders＇ position moderates the relationship between uncer- tainty avoidance, workload and leader empowering behavior. When the position is low, people who are more culturally more uncertainty avoidance tend not to empower their subordinates. When the posi- tion is high, people who are more workload tend ＇to empower their subordinates. That is the position moderates the relationship between uncertainty avoidance and leader empowering behavior, between workload and leader empowering behavior. This finding is valuable for people to understand what the influences of uncertainty avoidance and workload on leader empowering behavior were, and how the ef- fects of desirability for control and position on these influences.