随着经济的高速发展，尤其是信息化、知识化、科技化的不断进步，很多行业 都面临转型，众多企业的竞争压力不断增加，创新和突破成为评价行业或企业未来 成长的重要维度之一，越来越受到大家的关注。当然，企业的成长离不开优秀的员 工，而创新和突破的核心就是员工创造力的提升。从人力资源的角度出发，员工创 造力的提升是保持企业与时俱进的源泉，是行业发展的核心因素之一，也是保持我 国经济高速增长的重要驱动力。券商作为资本市场发展的纽带，发挥着重要的中 介作用，有效推动我们经济持续高速发展。Z证券作为券商行业的龙头企业，肩 负行业发展转型的重任，不断探索提高员工创造力。 关于员工创造力的影响因素，国内学术界在心理学、管理学领域已获得诸多 研究成果。主要集中在员工或个体、组织或团队、员工或个体-组织或团队的相 互交叉等影响因素的领域。其中创造力成分理论是比较具有代表性的理论，该 理论提出评价员工创造力的三个因素，工作动机是其中的关键部分。后期完善 的创造力成分理论增加了组织氛围的影响，引起诸多学者的关注。本文首先对 创造力成分理论进行文献梳理和解读，然后借助创造力成分理论对Z证券员工 创造力的影响因素进行研究。 通过大量对员工创造力研究的梳理，我们发现，国内外学者们多从员工这一 群体的层面研究对员工创造力的影响，而领导者本身也是研究员工创造力中不 容错过的主题之一。领导风格是领导者影响员工或下属时采用的不同行为模式，是 领导层面影响员工创造力重要因素。生命周期理论（情景领导理论）是研究领导风 格的重要理论，它使用两个领导维度：工作行为和关系行为，形成四种不同的领导 风格。本文借助生命周期理论对Z证券领导团队进行剖析，得出属于教练型领导的 结论。借此结合Z证券的数据展开教练型领导对员工创造力影响的案例研究。 综上所述，本文借助创造力成分理论、领导生命周期理论等理论基础，对教 练型领导影响Z证券分支机构员工创造力进行研究。通过文献阅读、案例分析 法、调查问卷法、数据分析法等方式，沿着“教练型领导-工作动机/组织氛围- 员工创造力”的逻辑展开研究。本文以Z证券公司员工为研究对象，结合案例 员工实际情况，设计调查问卷，借助SPSS分析软件对数据进行分析，最终得出 教练型领导对员工创造力有正向影响，工作动机和组织氛围起到中介作用的结 论，进而提出教练型领导影响员工创造力的实践应用。 关键词:Z证券公司；教练型领导；员工创造力；工作动机；组织氛围 Abstract Withtherapiddevelopmentoftheeconomy,especiallythecontinuousprogressof informatization,knowledgeandtechnology,manyindustriesarefacingtransformation, andthecompetitivepressureofmanycompaniesisincreasing.Innovationand breakthroughshavebecomeoneoftheimportantdimensionsforevaluatingthefuture growthoftheindustryorenterprises,Moreandmoreattentionfromeveryone.Ofcourse, thegrowthofanenterpriseisinseparablefromexcellentemployees,andthecoreof innovationandbreakthroughistheimprovementofemployeecreativity.Fromthe perspectiveofhumanresources,theimprovementofemployeecreativityisthesourceof keepingtheenterpriseadvancingwiththetimes,isoneofthecorefactorsofindustry development,andisalsoanimportantdrivingforcetomaintainChina'srapideconomic growth.Asalinkforcapitalmarketdevelopment,securitiesfirmsplayanimportant intermediaryrole,effectivelypromotingthesustainedandrapiddevelopmentofour economy.Asaleadingcompanyinthesecuritiesbrokerageindustry,ZSecurities shoulderstheheavyresponsibilityofindustrydevelopmentandtransformation,and constantlyexploresandimprovesemployeecreativity. Regardingtheinfluencingfactorsofemployeecreativity,domesticacademiahasobtained manyresearchresultsinthefieldsofpsychologyandmanagement.Mainlyconcentrated inthefieldofinfluencingfactorssuchasemployeesorindividuals,organizationsor teams,employeeorindividual-organizationorteams.Amongthem,thecreativity componenttheoryisarelativelyrepresentativetheory.Thetheoryproposesthreefactors forevaluatingemployees'creativity,andworkmotivationisthemostimportantfactor. Theperfecttheoryofcreativeingredientsinthelaterperiodincreasedtheinfluenceofthe organizationalatmosphereandattractedtheattentionofmanyscholars.Thisarticlefirstly sortsoutandinterpretstheliteratureonthecreativitycomponenttheory,andthenusesthe creativitycomponenttheorytostudythefactorsinfluencingthecreativityofZSecurities employees. Throughalotofresearchonemployeecreativity,wefoundthatdomesticandforeign scholarsmostlystudytheimpactonemployeecreativityfromthelevelofemployees,and leadersthemselvesareoneofthethemesnottobemissedinstudyingemployeecreativity. Leadershipstylesaredifferentbehaviorpatternsadoptedbyleaderswhentheyinfluence employeesorsubordinates,andareimportantfactorsthatinfluenceemployeecreativityat theleadershiplevel.Lifecycletheory(situationalleadershiptheory)isanimportant theoryforstudyingleadershipstyle.Itusestwoleadershipdimensions:workbehavior andrelationshipbehaviortoformfourdifferentleadershipstyles.Thispaperanalyzesthe ZSecuritiesleadershipteamwiththehelpoflifecycletheory,anddrawstheconclusion thatbelongstocoachingleadership.Thisisacasestudyoftheimpactofcoaching leadershiponemployeecreativitycombinedwithdatafromZSecurities. Insummary,thisarticleusesthetheoreticalfoundationsofcreativitycomponenttheory, leadershiplifecycletheoryandothertheoreticalfoundationstostudytheinfluenceof coachingleadershiponthecreativityofemployeesofZSecuritiesbranches.Through literaturereading,caseanalysismethod,questionnairemethod,dataanalysismethod,etc., theresearchiscarriedoutalongthelogicof"coachingleadership-workmotivation/ organizationalclimate-employeecreativity".ThisarticletakestheemployeesofZ SecuritiesCompanyastheresearchobject,combinestheactualsituationoftheemployees inthecase,designsaquestionnaire,andanalyzesthedatawiththehelpofSPSSanalysis software.Finally,itisconcludedthatcoachingleadershiphasapositiveimpacton employeecreativity,workmotivationandorganizationalatmosphere.Totheconclusion oftheintermediaryrole,andthenputforwardthepracticalapplicationofcoaching leadershipinfluencingemployeecreativity. Keywords:ZSecurities；CoachingLeadership；Creativity；Workmotivation； Organizationalatmosphere I 目录 第1章绪论......................................................................................................................1 1.1研究背景................................................................................................................1 1.2研究目的和意义....................................................................................................3 1.2.1研究目的.....................................................................................................3 1.2.2研究意义.....................................................................................................3 1.3研究方法及研究思路............................................................................................4 1.3.1研究方法.....................................................................................................4 1.3.2研究思路.....................................................................................................5 1.4研究内容及创新点................................................................................................5 1.4.1研究内容.....................................................................................................5 1.4.2研究创新点.................................................................................................6 第2章理论基础及文献综述..........................................................................................8 2.1员工创造力............................................................................................................8 2.1.1员工创造力的涵义.....................................................................................8 2.1.2创造力成分理论.........................................................................................8 2.1.3创造力与创新的区别..............................................................................10 2.2教练型领导..........................................................................................................10 2.2.1领导生命周期理论...................................................................................11 2.2.2教练型领导的涵义...................................................................................12 2.2.3教练型领导评价维度...............................................................................13 2.