| With food safety issues such as Sanlu milk powder, Shuanghui sausage have become hot issues concerned by government departments and the general publics, and also the problems of ordinary employee’s no confidence in the leadership, people are not satisfied with the gap between the voice of enterprise effective implementation of civil society responsibility, building a harmonious enterprise and the reality, and people have strong faith in the motives and needs to select and develop authentic leadership in organizations. This study follows the way of "authentic leadership-organizational innovational climate-employee’s creativity, through those studies such as the structural dimensions of authentic leadership under Chinese cultural background, the authentic leadership role on. the impact on employee’s creativity and the intermediary mechanisms of organizational innovational climates, this paper put forward specific research hypotheses and theoretical models, and obtained data by using survey research methods, and made empirical:analysis on research hypotheses and theoretical assumptions by using structural equation modeling and hierarchical regression model. The main contents and conclusions are as follows:1. This study explores the structure dimensions of authentic leadership of Chinese enterprises. By reviewing the research results of domestic and foreign scholars, this paper gives a preliminary study on the structure and measurement of authentic leadership, and presented four dimensions of authentic leadership in chain enterprises, which are transparent relationship, self-awareness, internalization of moral values and subordinate orientation. Measurement scale is drawn based on existed relevant variables of the existing measurement scale, combined practical interviews at the same time. Using correlation analysis tests reliability and validity of those data obtained by a large sample survey. The results show that authentic leadership as a four-dimensional structure is a certain scientific and reasonable way.2. This study explores the structure dimensions of organizational innovational climate of China enterprises. Based on views of many scholars, this study proposed that organizational innovational climate of Chinese enterprises is a three-dimensional structure, which includes three factors of organizational support, interpersonal support and job autonomy. Measurement scale is drawn based on existing relevant variables of the existing measurement scale, and practical interviews. Using correlation analysis tests reliability and validity of those data obtained by a large of sample survey. In this study, empirical studies verify reasonable dimensions division of organizational innovational climate factors.3. This study explores the intrinsic mechanism of affects of authentic leadership (transparent relationship, self-awareness, internalization of moral values and subordinate orientation) on organizational innovational climate. We found that transparent relationship, self-awareness, internalization of moral values and subordinate orientation all have impact on organizational innovational climate, but each had different role. Specifically, self-awareness and internalization of moral values have significant influences on organizational support, interpersonal support and work autonomy, which means self-awareness and internalization of moral values are key factors influencing organizational innovational climate; subordinate orientation only influence interpersonal support and work autonomy significantly, and have very tiny influence on organizational support; and transparent relationship doesn’t have significant influence on all of organizational support, interpersonal support and work autonomy.4. This study verifies the affects of organizational innovational climate sharing on employee’s creativity. It is found that interpersonal support and work autonomy play a significant positive role in employee’s creativity. Specifically, the results of the empirical research showed that interpersonal support and work autonomy of organizational innovation climate promoted employee’s creativity positively; and the affects of work autonomy on employee’s creativity are greater than that of interpersonal support.5. This study explores the mediate impact of organizational innovational climate in the process of the affects of authentic leadership (transparent relationship, self-awareness, internalization of moral values and subordinate orientation) on employee’s creativity. This study found the mediate impact of organizational support, interpersonal support and work autonomy in the process of the affects of authentic leadership on employee’s creativity. Multiple linear regression analysis shows that the mediate impact of organizational support, interpersonal support and work autonomy in the process of the affects of self-awareness and internalization of moral values on employee’s creativity. Through structural equation modeling techniques, the results indicated that internalization of moral values and subordinate orientation affect employee’s creativity by the partial mediating functions of interpersonal support and work autonomy, while self-awareness affects employee’s creativity by the total mediating functions of interpersonal support and work autonomy. But the mediate impact of organizational support is not verified.6. This study explores other influence factors of organizational innovational climate and employee’s creativity. As organizational innovational climate and employee’s creativity were affected not only by independent variables but also affected by individual variables such as the industry,scale(as organizational level), sex, age, educational backgrounds and etc. This study took these variables as control variables in order to verify whether they will affect the mediator variables and the dependent variables. The study found sex, educational backgrounds, work experience, title state, department, company nature and industry type will influence organizational innovational climate, the department, company nature and industry type will influence employee’s creativity. Specifically, gender differences will influence organizational support; age differences will influence employee’s creativity; educational differences will influence work autonomy; time of work differences will influence interpersonal support and work support; title differences will influence work autonomy and employee’s creativity; employee’s department differences will influence work support and employee’s creativity; company nature differences will influence organizational support, interpersonal support, work autonomy and employee’s creativity; industry’s differences of the company will influence organizational support, interpersonal support, work autonomy and employee’s creativity.Overall, this study is mainly an exploration. The conclusions of the study enriched the leadership theory, organizational innovational climate theory and employee’s creativity theory, which guide our entrepreneurial practical of management. Finally, the certain limitations in the research need future improving and perfecting.
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