密级
硕士学位论文
题目领导创新期待与员工创新行为：基于自我概念理论视角
（ 英 文 ） Leadership innovation expectation and employee innovation
behavior: Based on the perspective of self-concept theory
研究生学号: 19052202007
研究生姓名:王兆庆
指导教师姓名、职称: 史烽教授
申 请 学位 门 类: 管理学硕士
学 科、专 业:企业管理
论 文 答辩 日 期: 2022 年 6 月 11 日 独创性（或创新性）声明
本人声明所呈交的论文是我个人在导师指导下进行的研究工作及取得的研究成
果。尽我所知，除了文中特别加以标注和致谢中所罗列的内容以外，论文中不包含其
他人已经发表或撰写过的研究成果；也不包含为获得桂林电子科技大学或其它教育机
构的学位或证书而使用过的材料。与我一同工作的同志对本研究所做的任何贡献均已
在论文中做了明确的说明并表示了谢意。
申请学位论文与资料若有不实之处，本人承担一切相关责任。
本人签名： 日期： 2022 年 6 月 11 日
关于论文使用授权的说明
本人完全了解桂林电子科技大学有关保留和使用学位论文的规定，即：研究生在
校攻读学位期间论文工作的知识产权单位属桂林电子科技大学。本人保证毕业离校后，
结合学位论文研究成果完成的论文、发明专利等成果，署名单位仍然为桂林电子科技
大学。学校有权保留送交论文的复印件，允许查阅和借阅论文；学校可以公布论文的
全部或部分内容，可以允许采用影印、缩印或其它复制手段保存论文。（保密的论文
在解密后遵守此规定）
本人签名： 日期：2022年 6 月 11 日
导师签名： 日期：2022年 6 月 11 日 摘要
摘要
创新是发展的第一驱动力，当下国家转型升级的大背景下，企业要想长远发展，
必须在观念上转变，以“人本”为核心思想，更加重视员工的个人发展。然而，首先，
中国的上下级等级秩序观念由来已久，领导者对下属的权威较重，大多数员工在领导
者的指示下机械式的执行任务，没有寻求创新机会的主动意愿去打破思维定式；其次，
儒家文化长期熏染所形成的独特的中国高语境情景，使得领导者和员工双方可能存在
信息表达、传递、接收和解读的偏差，领导者善意的创新期待信息传递可能会被个体
解读为“画大饼行为”，创新的风险性使得员工具有较多顾虑，创新积极性不高，如
何激励员工充满自信从事高风险的创新行为非常重要；最后，个体创新积极性的提高
还有赖于工作条件、环境的有益改善，工作自主性便利是否会在领导创新期待传递中
扮演积极作用值得探讨。
基于以上时代背景，为了解决在中国独特情景下领导者对员工激励不足以及员工
创新积极性不高的问题。本研究整理相关文献发现，虽然国内已有学者针对领导创新
期待-员工创新行为做出相关研究，但是学者们大多都直接或间接认为领导创新期待
会给员工产生积极影响，一定程度上忽视了个体对领导创新期待可能存在消极影响的
解读。本研究结合自我概念理论，弥补了国内外针对领导创新期待有可能会使员工产
生“画大饼”行为的空白，同时引入工作自主性作为调节变量。自我概念理论认为员
工会积极捕捉信息强化自我认知，而工作本身是员工可以直接感知到的最明显的信息
来源。随后，为了验证本研究提出的一系列假设，本研究结合一系列国内外成熟量表
编制了员工问卷，通过对回收的 325 份有效问卷的实证分析，得出以下结论：①领导
创新期待正向影响员工创新行为；②创新在我效能感在领导创新期待与员工创新行为
之间起到部分中介作用；③领导创新期待对员工创新行为的作用还会受到工作自主性
的影响。
本研究丰富了领导者对员工创新行为的关系研究，为领导者采取有效的激励方式、
通过一系列措施强化员工“创新自我认知”提供了新思路；最后，拓展了领导创新期
待对员工创新行为的边界机制研究，加入工作自主性这一边界条件，为领导者如何更
好发挥期待在员工心理影响的过程提供了实践指导。
关键词: 领导创新期待；员工创新行为；创新自我效能感；工作自主性
IAbstract
Abstract
Innovation is the first driving force for development. Under the background of the
current national transformation and upgrading, if an enterprise wants to develop in the long
term, it must change its concept, take "people-oriented" as the core idea, and pay more
attention to the personal development of employees. However, first of all, China has a
long-standing concept of hierarchical order. Leaders have more authority over their
subordinates. Most employees perform tasks mechanically under the instructions of leaders,
and they have no active willingness to seek innovation opportunities to break the mindset.
Second, the unique Chinese high-context situation formed by the long-term influence of
Confucian culture makes leaders and employees may have deviations in the expression,
transmission, reception and interpretation of information. In order to "draw a pie", the risk
of innovation makes employees have more concerns, and their enthusiasm for innovation is
not high. How to motivate employees to engage in high-risk innovative behaviors with
confidence is very important; finally, the improvement of individual innovation enthusiasm
also depends on working conditions. , the beneficial improvement of the environment, and
whether the convenience of work autonomy will play an active role in the transmission of
leadership innovation expectations is worth exploring.
Based on the above background of the times, in order to solve the problems of
insufficient incentives for employees and low enthusiasm of employees to innovate in
China;s unique situation. This research collates relevant literature and finds that although
domestic scholars havemade relevant research onleadership innovation
expectations-employee innovation behaviors, most scholars directly or indirectly believe
that leadership innovation expectations will have a positive impact on employees, ignoring
the individual to a certain extent. An interpretation of the possible negative effects of
leadership innovation expectations. Combined with the theory of self-concept, this study
fills the gap that domestic and foreign expectations for leadership innovation may lead to
employees; "drawing a pie" behavior, and at the same time introduces work autonomy as a
moderating variable. Self-concept theory states that employees actively capture
information to strengthen their self-awareness, and the work itself is the most obvious
source of information that employees can directly perceive. Subsequently, in order to
verify a series of hypotheses put forward in this study, this study combined a series of
IIAbstract
domestic and foreign mature scales to compile employee questionnaires. Through
empirical analysis of the 325 valid questionnaires recovered, the following conclusions
were drawn: ①leader innovation expectations positive Influence employee innovation
behavior; ②Innovation self-efficacy plays a partial mediating role between leadership
innovation expectation and employee innovation behavior; ③The role of leadership
innovation expectation on employee innovation behavior is also affected by work
autonomy.
This research enriches the research on the relationship between leaders and
employees; innovative behavior, and provides new ideas for leaders to take effective
incentive methods and strengthen employees; "innovative self-cognition" through a series
of measures; The research on the boundary mechanism of behavior, adding the boundary
condition of work autonomy, provides practical guidance for leaders how to better exert
their expectations in the process of employees; psychological influence.
Key Words: leader innovation expectations; employees; innovative behavior; creative
self-efficacy; work autonomy
III