| In the year of 2014, the increasing economic divergence in the developed coutries, and slow economic growth in the developing countries, which is resulted in a slow economic recovery worldwide. The growth rate of China’s economy reached the lowest over the past 24 years. The bloated industrial production in China has become one of the crucial issues and will maintain a longer term. However, the absense of innovation is perceived as the main factor resulting in the excess productivity. Nowadays, enterprises are all encountering the issue of how to innovate as they are confronting with more pressures from inside and outside. It is said "survival of the fittest", innovation has become the key for enterprises intending to break through.The main topic of this dissertation is the influence mechanism of transformational leader and transactional leader on employee innovative behavior. Based on the questionnaire survey from 559 employees in Heilongjiang, Jilin, Liaoning, Beijing, Shanghai, Tianjin, Shenzhen and some other cities, the author utilizes multilayer regression analysis with SPSS, and analyses the influence mechanism of transformational leader and transactional leader on employee innovative behavior, mediated by organizational innovative climate, moderated by perceived organizational justice. Particularly, this dissertation makes a comparative study between the influence of transformational leader and transactional leader on employee innovative behavior. Consequently, how do the leaders, the crucial factor of individual innovative behavior, influence employee innovative behavior? What is the different role that the two leadership play? What role does the organizational innovative climate play? How does perceived organizational justice impact the relationship between leadership style and employee innovative behavior? All issues are to be further answered theoretically and empirically.The feature and value of this research lie in the following aspects:1) we make a comparative study between the influence of transformational leader and transactional leader on employee innovative behavior, and the positive role of transactional leader in China is proved.2) Not only transformational leader, but also transactional leader, is their relationship with employee innovative behavior mediated by organizational innovative climate.3) Discussing the moderatoring effect of organizational justice in between leadership style and employee innovative behavior from the employee perspective.According to the above consideration, this dissertation develops the discussion focusing on the key issue of "how transformational leader and transactional leader influence employee innovative behavior" with empirical study, base on the transformational leader, transactional leader, organizational innovative climate, perceived organizational justice and employee innovative behavior. We have organized this dissertation into 7 chapters.Chapterl, introduction. Backgrounds of this research, theoretical and realistic significance are introduced in this part. Focus issues and research goals are clarified as well. Then, the author puts forward the ideas and content of this research.Chapter2, literature review. The author reviews the literature of transformational leader, transactional leader, employee innovative behavior, organizational innovative climate and perceived organizational justice from the aspects of definition of concepts, classification of constructs, influential factors, effects and research development process.Chapter3, construction of framework. In accordance with literature review, the author discusses the effect of transformational leader and transactional leader on employee innovative behavior, analyzing distinction and association of transformational and transactional leader. Also, impact of the two leadership styles on organizational innovative climate, and further effect of this climate on employee innovative behavior are discussed in the following part. Meanwhile, the author analyses the moderating role of perceived organizational justice in mediating the relationship between the two leadership style and employee innovative behavior. Eventually, the framework is constructed after a series of assumption and discussion.Chapter4, the direct influence effect of transformational leader and transactional leader on employee innovative behavior. In this chapter, the author initially makes a CFA with AMOS based on survey data. Then, the direct influence effects of transformational leader and transactional leader on employee innovative behavior are tested by Regression Analysis with SPSS, respectively. Based the result, the author also analyzes and compares the different influence of the two leader styles imposing on employee innovative behaviorChapter5, the mediating effect of organizational innovative climate on the relationship between transformational and transactional leader and employee innovative behavior. Based on survey, the author makes CFA with AMOS on organizational innovation climate. Then regression analysis with SPSS is introduced to examine the mediate effect of organizational innovative climate on these two leadership styles and employee innovative behavior. Based on the result, the author analyzes and compares how these two leader styles further influence employee innovative behavior by influencing organizational innovative climate.Chapter6, the moderating effect of perceived organizational justice on relationship of transformational, transactional leader and employee innovative behavior. Based on the survey data, the author initially explores CFA on perceived organizational justice with AMOS. Then, multilayer regression analysis with SPS is applied to test moderating effect of perceived organizational justice on the relationship of transformational, transactional leader and employee innovative behavior. Based on the result, the author compares how these two leader styles are influenced by perceived organizational justice in the process of affecting employee innovative behavior.Chapter7, conclusion and prospect. Firstly, this chapter combines the framework of the influence mechanism of transformational leader and transactional leader on employee innovative behavior Then, extended discussions are proposed. At last, the author gives the limitations and future development directions of this research.The conclusions of this paper are as follows:First, both of transformational leader and transactional leader have significant direct influence on employee innovative behavior. Further, in transformational leader, inspirational motivation and individualized consideration directly impact employee innovative behavior in a significant way. Likewise, contingent reward and positive management by exception have a remarkable influence on employee innovative behavior in terms of transactional leader.Second, influences of transformational leader and transactional leader on employee innovative behavior are both mediated by organizational innovative climate. Specifically, support from colleagues and organizations mediated the relationship between these two leadership styles and employee innovative behavior. Also, by comparing two leadership styles, it summarizes that transactional leader also plays a significant role in promoting employee innovative behavior through constructing organizational innovative climate.Third, perceived organizational justice plays moderating role between both leadership style and employee innovative behavior. In particular, distribution justice and information justice have a positive moderating effects between transformational leader and innovative behavior. Meanwhile, association between transactional leader and individual innovative behavior is moderated by distribution justice and leading justice. Specifically, distribution justice has a negative influence on contingent reward and employee innovative behavior while leader justice positively affect these two factors.The main potential innovations have the following two points:Firstly, verified the influence mechanism of transformational leader and transactional leader on employee innovative behavior. This paper makes a comparative study of two leadership styles effect on employee innovative behavior. Meanwhile, it is found that transactional leader plays a more significant role in promoting employee innovative behavior.Secondly, analyzed how the perceived organizational justice moderates the relationship between transformational and employee innovative behavior and association of transactional and the behavior. The result in this paper will inspire leaders in the enterprises on how to encourage employee innovative behavior through building up fair policies.
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