兰州大学硕士学位论文
促进型教练和指导型教练对创造性工作投入的影响机制研究
促进型教练和指导型教练对创造性工作投入的
影响机制研究
中文摘要
教练风格作为当今人力资源与组织管理领域最重要的话题之一，一直深受学
界和实务界共同青睐、和广为讨论。而教练型领导作为一种当下管理界新兴的组
织领导方式，也倍引起人们的广泛关注，鉴于当前关于促进型教练和指导型教练
的研究目前甚少，于是本文立足于促进和指导两种教练展开讨论。工作投入是组
织持续发展的内生动力和持续之源，而创造性工作投入在难以预测的竞争环境中
对员工获取和提升自身竞争力显得尤为重要而迫切。构建合理管理领导方式，提
升员工内在动机，实现组织高效运转协作，是组织管理学界长期以来备受注视的
一个焦点，也是本文的起点和聚焦点。虽基于理论推导讨论教练行为与员工创新
行为的潜在关系不是难以逾越的，但聚焦于创造性工作投入的研究并不丰富，因
此本文依靠路径-目标理论和目标设置理论，引入认知变量和工作特征变量，试
图探索教练领导与员工创新投入之间的作用机理。良好的领导力是一种工作资
源，可以触发员工激励过程，通过增加工作投入来获得良好的绩效。目标设置理
论，认为适当的目标对员工具有一定激励作用，这种情况下，目标将作为动力驱
动员工同时引导员工行为方向。工作创新性要求对于员工是一种工作目标，对于
组织是一种工作要求，这会使员工感知到工作难度和组织期望，他们会尝试新的
方法或思路去应对挑战解决问题，新方法的产出便是创新行为的萌生。
基于路径-目标理论和目标设置理论，本文尝试引入自反性这一心理特征作
为中介变量和工作创新性要求这一工作特征调节变量，试图构建促进型教练和指
导型教练到员工创造性工作投入的理论模型。通过分析 287个样本数据，回归结
果显示：（1）促进型教练和指导型教练均正向影响员工创造性工作投入；（2）
自反性在促进型教练与员工创造性工作投入之间扮演中介作用，在指导型教练与
员工创造性工作投入之间也扮演中介作用；（3）工作创新性要求正向调节了自
反性和员工创造性工作投入之间的关系；（4）进一步，该中介关系通过工作创
新需要的调节作用影响员工创造性工作投入。即工作创新性要求调节了促进型教
练和指导型教练通过自反性对员工创造性工作投入之间正向关系。研究结果表
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兰州大学硕士学位论文
促进型教练和指导型教练对创造性工作投入的影响机制研究
明，自反性是促进型教练（指导型教练）与员工创造性工作投入的重要中介机制，
对于促进型教练对员工创造性工作投入的影响的内在机理提供新证据和新阐发，
同时本研究引入了一条新的影响机制路线，通过“行为--认知--投入”这一路径，
强调了工作创新性要求的调节作用。本文期望研究结果能丰富路径-目标理论的
研究领域，有益于补充促进性领导和指导性领导的相关研究，同时对打造我国企
业员工的创新工作投入强劲引擎有一定的学术价值和企业实践启示。
关键词：促进型教练，指导型教练，自反性，工作创新性要求，创造性工
作投入
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兰州大学硕士学位论文
促进型教练和指导型教练对创造性工作投入的影响机制研究
RESEARCH ON FACILITATIVE AND GUIDED
COACHING TO CREATIVE WORK INVOLVEMENT
Abstract
During this period，It has great significance in the field of human resources and
organizational management, coaching style has been favored and widely discussed by
both academic and practical circles. As a new way of organizational leadership in the
current management field, coaching leadership has also attracted extensive attention.
In consideration of the insufficient of respect on facilitative coaching and guided
coaching, this paper discusses them based on facilitation and guided coaches. Work
involvement is the endogenous driving force and sustainable source of the sustainable
development of the organization, and creative work involvement is particularly
important and urgent for employees to obtain and improve their competitiveness in
the unpredictable competitive environment.Improving the creative behavior of
employees, changing the way of management and leadership, and realizing the
effective operation of the organization are a hot topic that has gained much interest in
the domain of organization and management for ages, and it is also the base point and
foothold of this paper. Although it is not difficult to deduce the positive relationship
between coaching behavior and employees' creative work involvement based on the
theoretical basis, the internal mechanism through which coaching behavior affects
employees' creative work involvement has not been systematically and completely
explained and demonstrated. Therefore, this paper relies on path goal theory and goal
setting theory, introduces cognitive variables and job characteristic variables, and tries
to explore the mechanismbetween coach leadership and employeeinnovation
investment. Good leadership is a work resource that can trigger the employee
incentive process. According to the theory, it is a kind of motivation for employees to
set goals and guide them to work properly. At the same time, it is believed that setting
goals can be a driving force for employees to increase their performance. At the same
time, this kind of theory can stimulate them to set good goals and guide them to work.
Job innovation is a work goal for employees and a work requirement for organizations,
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