摘要
企业所处的市场环境瞬息万变，在保持激烈竞争的同时更要有长远的眼光，这就
要求企业有一定的独特性，方能体现企业的核心竞争力，而对于企业来说，保持核心
竞争力的关键在于不断创新。在组织中员工是重要主体，是组织创新得以体现的载体，
所以员工创新对于组织未来的发展至关重要。而近年来，关于员工创新的研究也开始
注重动机视角。个体是社会人，在这个大集体中每个人都扮演着不同的角色，从而面
临着较大的角色压力。从社会心理学角度解释，个体在社会中都倾向于保护和维持自
己良好的形象。文章基于其二维结构（获得型和防御型印象管理动机）进行研究，并
加入领导反馈作为调节变量，领导是员工的监督者，也是对员工进行及时反馈的主体，
领导的反馈在一定程度上影响着员工的积极性。
文章通过梳理大量的相关文献，基于角色理论和资源保存理论，以印象管理动机
和领导反馈为中介及调节变量，研究角色压力对员工创新行为的影响。文章以企业 246
名员工为研究对象，采用线上发放问卷的方式进行，运用统计分析软件 SPSS25.0和
AMOS22.0分析角色压力、印象管理动机、领导反馈和创新行为之间的关系，探究角
色压力与创新行为的主效应、印象管理动机的中介作用以及领导反馈的调节作用。
研究结果显示：（1）角色压力与员工创新行为呈现非常显著的负向关系，员工创
新行为会随着角色压力的降低而增加。（2）获得型和防御型印象管理动机在角色压力
与员工创新行为之间起部分中介作用。角色压力的增加会导致员工倾向于防御型印象
管理动机，不愿为之付出努力，从而不利于促进创新；而如果角色压力相对较小，员
工会倾向于选择获得型印象管理动机，勇于做出尝试，从而促进创新行为的产生。（3）
领导反馈在角色压力与印象管理动机之间起调节作用。具体而言，积极反馈的加入使
角色压力与印象管理动机之间的关系强度变弱，消极反馈的加入使角色压力与印象管
理动机之间的关系强度变强。（4）领导积极和消极反馈在角色压力与创新行为之间起
调节作用。具体而言，积极反馈对角色压力与员工创新行为间的关系有显著抑制作用，
消极反馈对变量间关系有强烈的促进作用。基于以上结论，得出相应的管理启示：（1）
调节角色压力水平。管理者应该从角色压力角度控制和调节压力的水平，促进更多创
新行为的发生。（2）重视个体的印象管理动机。管理者应关注如何为企业带来或者培
养具有获得型印象管理动机的人才。（3）强化领导积极反馈，避免消极反馈。在组织
中应该充分发挥领导反馈的作用，调节员工的心态，促进积极行为的产生。
本研究从印象管理动机视角出发，在一定程度上拓宽了研究视角，进一步丰富了
变量间的关系，补充了相关的理论体系。最后，文章也存在一些不足之处：（1）数据
不能反映某一段时间的动态过程。（2）在地域和行业间有一定的限制。（3）研究所采
取样本量较少且分布略有不均。文章对此提出了相应的改进措施并且展望未来可以进
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一步丰富理论模型，希望能为后续研究提供思路。
关键词：角色压力；印象管理动机；领导反馈；创新行为
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ABSTRACT
The market environment in which enterprises are located is changing rapidly. While
maintaining fiercecompetition, they should havea long-term vision,which requires
enterprises to have certain uniqueness in orderto reflect the core competitiveness of
enterprises. Forenterprises, the keyto maintainingthe core competitivenesslies in
continuous innovation. In the organization, employees are the important subject and the
carrier of organizational innovation, so employee innovation is very important for the future
development of the organization. In recent years, the research on employee innovation has
begun to pay attention to the perspective of motivation. Individuals are social people. In
this large collective, everyone plays different roles, so they are facing greater role pressure.
From the perspective of social psychology, individuals tend to protect and maintain their
good image in society. Based on its two-dimensional structure (acquired and defensive
impression management motivation), this paper studies it, and adds leadership feedback as
a regulating variable. Leadership is not only the supervisor of employees, but also the
subject of timely feedback to employees. Leadership feedback affects the enthusiasm of
employees to a certain extent.
By combing a large number of relevant literature, based on role theory and resource
conservationtheory,and takingimpressionmanagementmotivationandleadership
feedback as mediating and regulating variables, thispaper studies the impact of role
pressure on employees'innovative behavior. Thispaper takes 246 employeesof the
enterprise as the research object, usesthe way of online questionnaire, and uses the
statistical analysis software SPSS25.0 and AMOS22.0 analyze the relationship between role
stress, impression management motivation, leadership feedback and innovation behavior,
and explore the main effect of role pressure and innovation behavior, the intermediary role
of impression management motivation and the regulatory role of leadership feedback.
The results show that: (1) There is a very significant negative relationship between
role stress and employee innovation behavior, and employee innovation behavior will
increase with the decrease of role pressure. (2)Acquisitive and defensive impression
managementmotivationplays apartialintermediaryrolebetweenrole stressand
employees' innovative behavior. The increase of role pressure will lead to employees'
tendency to defensive impression management motivation and unwilling to make efforts for
it, which is not conducive to promoting innovation; If the role stress is relatively small,
employees will tend to choose the motivation of acquired impression management and have
the courage to try, so as to promote the generation of innovative behavior. (3) Leadership
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