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摘 要
作为企业技术创新的主体，研发人员是企业创新活动中最为关键和最为活
跃的要素。然而研发人员是组织中追求自主性、独立性、多样化和创新精神的
一个特殊群体，研发人员往往被认为是“难以管理的人”。越来越多的企业领导
发现对研发人员的有效管理并非通过一张书面雇佣契约那么简单。因此，如何
选择有效的领导行为以提高研发人员创新绩效，是每个高新技术企业领导必须
考虑的问题。
本文通过对国内外研究现状的分析，结合变革型领导及创新效能感的相关
理论，对变革型领导、创新效能感与创新绩效的逻辑关系和相互作用机制进行
了梳理，并提出假设模型。在实证研究部分，本文编制了具有良好信度和效度
的调查问卷，共回收了 232 份有效调查问卷，运用结构方程模型及 AMOS 数据
分析软件对假设模型进行检验，从而揭示了变革型领导对研发人员创新绩效影
响机制。实证研究结果表明：变革型领导风格对高新技术企业研发人员创新绩
效具有显著正向影响，创新效能感是这种影响的中介机制。基于实证研究的结
论，提出如下的管理启示：着重培养管理者的变革型领导风格，建立完善的变
革型领导培养和激励机制；结合研发人员创新工作任务特征及个体特质设计个
性化培训方案，强化其创新效能感；引入创新效能感，丰富企业创新性人才的
选拔标准。
关键词：变革型领导；创新效能感；高新技术企业；研发人员；创新绩效III
Abstract
As the main body of enterprise technology innovation, R & D personnel is the
most crucial and most active element in enterprise innovation activities. However,
since R & D personnel are a special group of people who pursue autonomy,
independence, diversity, and innovation, they are considered as “people who are hard
to manage”. More and more enterprise leaders realize that the effective management
for R & D personnel are not as simple as signing an employment contract..
Consequently, how to choose the effective leadership behavior to improve the
innovation performance of R & D personnel is a problem that must be taken into
consideration.
This thesis analyzes relative researches at home and abroad, combines the
theories of transformational leadership and innovation efficacy, clarifies the
relationship and interaction among transformational leadership, innovation efficacy
and innovation performance, and makes model assumptions. In the empirical part,
we design a questionnaire with great reliability, and a total of 232 valid replies were
collected. The hypothesis model is analyzed by structural equation model and
AMOS data analysis software to reveal the mechanism of transformational
leadership affecting innovation performance of R & D personnel. The results show
that transformational leadership has a significant positive impact on innovation
performance of R & D personnel in high-tech enterprises, and innovation efficacy is
the intervening mechanism of this impact. Based on the results from the empirical
part, the following conclusion can be reached: enterprises should focus on
cultivating managers’ transformational leadership, establishing perfect cultivating
and incentive mechanism of transformational leadership, designing personalized
training programs according to the task and personalities of R & D personnel,