You are on page 1of 9

*

30



1




2








* ( 71032 0 0 2)
( 712 32 014)


30







T C L


[1-4]

[5,6] [5]



4 201518, 3 4-12


[16]

AuthorityPower

[7]
AuthorityLegitimate Power

Instit utionalized Power
[8] [17]


[9]
[18]
Yu k l
[10]

[11]



Frost [19]

[12,13]

Brass [20]




[21]
R a h i m




[22]
M a y e r




[23]


[1-4]


[24]




[6]

[14] [25]




[15]

Nankai Business Review 2015, Vol. 18, No. 3, pp 4-12 5


Glaser [28]

1


2

I ndicator-concept
Context-f ree
/ S c o p e
3





[33]

[34]




[33]
G l a s e r [2 6 ]






G l a s e r [27, 2 8]


G l a s e r S t r a u s s [29]


Ve r i f i c a t i o n 1
[2 8]
G l a s e r




S t r a u s s




C h a r m a z [30 -32]
Con st r uct i ng G rou nded T heor y

C h a r m a z [32]





Char maz [32]




><
[32] [27,28]
Char maz Glaser

6 201518, 3 4-12





1.

1

2 1
32
3C N K I
11 110
47


1
40
2.

1


C r e d i b i l i t y


20 1988






1

5% 100%

2
1 /



110
12
2 6 12

Nankai Business Review 2015, Vol. 18, No. 3, pp 4-12 7


3














       











3


1987 1989


[32]

1991 1996
2008
1989






100 1996






8 201518, 3 4-12













5% 100%














20 90 A S T
1994 9 13 I B M

1995 2



















Nankai Business Review 2015, Vol. 18, No. 3, pp 4-12 9

1996




5








        







1990


1985

L X-80

AST
15%

15%
1988 80













1990
1994 1995


10 201518, 3 4-12











2



[1] .

. , 2002, (3): 74-79.



[2] . . , 2003, (3):

14-16.

[3] . . ( ),
2003, 19(2): 28-31.
[4] . . (
), 2003, 36(1): 23-26.
[6,14,16]
[5] . . (
), 2010, (6): 23-25.
[6] . . , 2005, (5): 57-59.
[7] Carter, J. F.. Power and Authority in Pentecostal Leadership.

Asian Journal of Pentecostal Studies, 2009, 12(2): 185-207.


[8] Munduate, L., Medina, F. J.. Power, Authority, and Leadership. In:

Charles, S.. Encyclopedia of Applied Psychology. Elsevier: New

York, 2004: 91-99.
[24]
[9] Yukl, G., Michel, J.. Proactive Inuence Tactics and Leader Mem-

ber Exchange. In: Schriesheim, C. A., Neider, L., Editors.. Power
[20]
Brass and Inuence in Organizations: Research in Management. Infor-
mation Age Publishing: Greenwich, CT, 2006: 87-103.
[10] . ( ). : , 2002.
[11] French, J. R. P., Raven, B.. The Bases of Social Power. Studies in
Social Power. Michigan: Oxford, 1959: 150-167.
[12] Bass, B. M.. Leadership, Psychology, and Organizational Behav-
B r a s s ior. Oxford, England: Harper, 1960.

[13] Etzioni, A.. Complex Organizations: A Sociological Reader. New


York: Holt, Rinehart and Winston, 1961.

[14] , . .

, 2006, (2): 46-47.


,
[15] . . (

), 2007, 4(10): 91-92.
[16] .
. , 2009, (11): 16-18.
[17] . . (
), 2011, (3): 76-79.

Nankai Business Review 2015, Vol. 18, No. 3, pp 4-12 11


[18] Yukl, G., Falbe, C.M.. Importance of Different Power Sources in


Downward and Lateral Relations. Journal of Applied Psychology,
1991, 76(3): 416-423.
[19] Frost, T. F., Moussavi, F.. The Relationship between Leader Power Entrepreneurial Authority Formation Mechanism in China:
Base and Inuence: The Moderating Role of Trust. Journal of Ap- A Grounded Theory Study Based on Liu Chuanzhis Data
plied Business Research, 1992, 8(4): 9-14. Zhang Xiaofeng1, Shang Yufan1, Li Guiquan2, Xi Youmin1,3, Ge
[20] Brass, D. J., Burkhardt, M. E.. Potential Power and Power Use: An Jing1, Li Lei1
Investigation of Structure and Behavior. The Academy of Man- 1. School of Management, Xian Jiaotong University; 2. Business
agement Journal, 1993, 36(3): 441-470. School, Nankai University; 3. Xian Jiaotong-Liverpool University
[21] Rahim, M. A., Antonioni, D., Psenicka, C.. A Structural Equa- Abstract As an old country with several thousand years civiliza-
tions Model of Leader Power, Subordinates` Styles of Handling tion, traditional culture plays a deep-rooted role, along with the great
Conict, and Job Performance. International Journal of Conict changes in economy and society since reform and opening up, the
Management, 2001, 12(3): 191-211. traits, behaviors and decision-making mechanisms of Chinese local
[22] Mayer, R. C., Bobko, P., Davis, J. H., et al.. The Effects of Chang- leaders manifest specific cultural factors and brands of economy
ing Power and Influence Tactics on Trust in the Supervisor: A transformations. Therefore, this study focused on the evolution pro-
Longitudinal Field Study. Journal of Trust Research, 2011, 1(2): cess of Chinese enterprise leaders, and with the purpose of finding out
how an ordinary newly-established firm leader develops step by step
177-201.
into a real top leader and achieves the status of legitimacy in the well-
[23] , . .
known enterprise, we cannot avoid the concept of leader authority.
, 2009, (3): 10-13.
Based on constructivist grounded theory, this article investigates the

[24] , , .
formation mechanism of entrepreneurial authority in China based on
. ( ), 2011, (1): 3-11. rich data of Liu Chuanzhis leader activity. Under the parallel paths
[25] . . which are evolution and design, the dynamic leader authority for-
, , 2011. mation model is founded and the results of qualitative analysis show
[26] Glaser, B., Strauss, A.. The Discovery of Grounded Theory: Strat- that the formation process of leader authority contains two aspects,
egies for Qualitative Research. Chicago: Aldine, 1967. which are exceptional management activities conducting and position
[27] Glaser, B. G.. Theoretical Sensitivity : Advances in the Method- power exercising. Specific conclusion as follows: (1) In the process
ology of Grounded Theory. Mill Valley, Calif.: Sociology Press, of enterprise development, there are plenty of activities that guided
1978. and completed by leaders, but cannot be implemented only by lead-
ers position power, and they are named of exceptional management
[28] Glaser, B. G.. Emergence VS Forcing: Basics of Grounded Theory
activities. In the evolution path of authority formation, leaders con-
Analysis. Mill Valley, Calif.: Sociology Press, 1992.
tinually consolidate and improve their authority through two classes
[29] Strauss, A., Corbin, J.. Basics of Qualitative Research: Grounded
of exceptional management activities that are emergency rescue
Theory Procedures and Techniques. Newbury Park, Calif: Sage,
and promotion activities. The successful realization of exceptional
1990. management activities benefits from leaders management experience
[30] Charmaz, K.. Grounded Theory: Objectivist and Constructivist accumulation and relationship maintenance with the government. (2)
Methods. Thousand Oaks, Calif.: Sage, 2000. In the design path of authority formation, leaders consolidate and
[31] Charmaz, K.. Grounded Theory: Methodology and Theory Con- improve their authority through exercising their position power, which
struction. In: Neil, J. S., Paul, B. B.. International Encyclopedia of directly embodies leaders initiative planning. Leaders legitimacy
the Social & Amp; Behavioral Sciences. Pergamon: Oxford, 2001: are reflected through making strategic decision and demonstrating
6396-6399. the discretionary of position power. Additionally, inspiring lead-
[32] Charmaz, K.. Constructing Grounded Theory: A Practical Guide ers thoughts and ideas into organization members is accomplished
through the construction of organization culture, institutionalization
through Qualitative Analysis. London: Sage, 2006.
and convention. The theory comparison with existing research results
[33] , .
and the future research directions are discussed in the end.
. ( ), 2009, 29(3): 31-39.
Key Words Constructivist Grounded Theory; Leadership Authority;
[34] , . :
Formation Mechanism; Evolution; Design
. ( ), 2010, 30(2): 32-40.

12 201518, 3 4-12