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华侨大学硕士学位论文
摘要
共享经济时代已经为人力资源管理进行重新定义，管理的本质不只是协调、
控制等职能的实现，企业需要的不再是一个员工，而应该是一个合作伙伴。如
何打破原有劳动雇佣模式，衍生出强调包容、互惠、共赢的劳动契约模式是当
下人力资源管理变革的核心。本研究着眼于领导力与个体创造力的关系，应用
社会信息处理理论和CAPS理论深入挖掘包容型领导对个体创造力的影响机制，
以建立两个理论模型，分析和解释包容型领导对创造力的影响机理和交互关系。
本研究主要采用问卷调查法验证假设模型。在预调研并修订量表的基础上，实
地走访企业进行调查问卷的发放和回收，共收集了634对企业上下级人员的有
效配对样本。通过描述性统计、相关性分析、 bootstrap分析等一系列方式处理
被成功保留的正式调研数据，验证了变量间的相互作用关系和作用机制。
本文基于社会信息处理理论和认知情感个性系统理论两大理论视角对包容
型领导与创造力的关系模型展开讨论，本文的理论贡献和实践价值在于我们为
当前包容性管理实践提供了新的思路，为包容型领导和个体创造力关系的研究
提供了两个新的理论观点。首先，本文的研究结论在一定程度上拓展了对领导
包容性对个体创造力的单一的积极作用关系研究结论。当前大多数学者研究表
明包容型领导显著提升个体创造力，但是本文通过访谈和实证研究表明，包容
型领对个体创造力存在“阴暗面”，角色模糊在其中起到中介作用，即过度的
包容型领导可能导致下属产生角色模糊，进而降低创造力水平。其次，组织想
要发挥出员工的创造性，不能简单地实施包容型领导风格，应当控制包容的合
理水平，这样才能有效激发个体创造力。本研究基于认知和情感两大视角通过
假设和检验上述的中介机制，在一定程度上整合和扩展了当前的包容型领导研
究。除了研究的主要理论贡献之外，研究结论对企业领导工作具有一定的指导
作用意义，帮助企业理性客观地认识包容型领导的作用，提出更加合理的管理
策略与方法，促进个体创造力的形成与提升。
关键词：包容型领导；个体创造力；社会信息处理理论；认知情感个性系统理
论；
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Abstract
Abstract
The era of sharing economy has redefined human resource management, and the
essence of management is not only coordination and control, the enterprise needs no
longer an employee, but should be a partner. How to break the original labor
employment mode and derive the new mode emphasizing cooperation, mutual benefit
and win-win that is the core of the current human resource management reform.
Therefore, this study focuses on the relationship between leadership and employee
creativity, and applies the two effects of "The Too-Much-of-a-Good-Thing Effect"
and "Double-edged Sword" to deeply explore the influence mechanism of inclusive
leadership on employee creativity, so as to establish three theoretical models to
analyze and explain the mechanism and interactionof inclusive leadership on
creativity.This study uses questionnaire survey to verify the hypothesis model.On the
basis of preliminary investigation and revision of the scale, 634 pairs of effective
matching samples of senior and senior employees of enterprises were collected
through the distribution and recycling of questionnaires.Through descriptive statistics,
correlation analysis, reliability analysis, validity analysis, hierarchical regression
analysis, bootstrap analysis and a series of methods to process the formal survey data
successfully retained, the interaction relationship and mechanism between variables
were verified.
The theoretical contribution and practical value of this paper are that we provide
new ideas for the current inclusive management, and provide two new ideas for the
study of the relationship between inclusive leadershipand creativity with two
theoretical model. Firstly, the conclusion of this paper is a supplement to the view that
inclusive leadership has a positive impact on employee creativity. At present, most
studies have found that inclusive leadership has a positive impact on employee
creativity. However, through interviews and empirical studies, this paper finds that
inclusive leadership has a "dark side" on employee creativity, and role ambiguity
plays a mediating role in it, that is, excessive inclusive leadership may lead to role
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