The Impacts Of Transformational Leadership On Employees’ Creativity:on Team Risk Tendency’s Dual Regulation Effect

Nowadays with the rapid development of science, technology and information technology, the employees’creativity and innovation in enterprise have become increasingly important. The impact of transformational leadership on employees’ creativity has got growing attention of management psychology scholars. A large quantity of research proves that there have positive effects of transformational leadership on employees’ and team creativity, but how the effects working in specific process, and what other variables as a regulator or intermediaryis still the research management and psychology problem which needs to be solved urgently.Based on the above background, this study takes the employees’creativity as the object of the research, discusses the process of impacts of transformational leadership on employees’ creativity, and explores the effectsof the other regulated variables. Thisstudy based on previous studies of transformational leadership and employees’ creativity, through the analysis of questionnaire data, introduced two regulate variablesof creative self-efficacy and team risk propensity. The model constructed in this study reflect the impact of transformational leadership on employee creativity is regulated by a creative self-efficacy, and double regulatedby team risk tendency in Chinese employees.Specifically speaking, this study is divided into two phases. After selecting and preparing a questionnaire through a large amount of literature research, the first phase based on the principle of employees-leadership pairing, distributed and collected questionnaire by looking for teams which needs innovation such as scientific and design team of all sizes of companies in the Yangtze River Delta. By putting in order of the preliminary results of the questionnaire, the valid data is 179 from 203 questionnaires.The second stage of the study is analyzed data on computer software based on collected survey which including descriptive analysis, correlation analysis and regression analysis, all of the result confirmed the initial ideas and assumptions and established the model of this study by bootstrap method. Finally, draw the following conclusions:(1) Transformational leadership has a positive impact on employees’ creativity.(2) Innovative self-efficacy regulates the relationship between transformational leadership and employees’ creativity.(3) Team risk propensity for innovation self-efficacy of regulation plays a dual regulatory role. The regulation of innovative self-efficacyis proved positive and specificallywhen the team is high risk propensity, and strengthen the relationship of transformational leadership and employees’ creativity;the innovative self-efficacy change will weaken the relationship of transformational leadership and employees’ creativity when the team tends to lower the risk.It is the first time to combinestransformational leadership, employees’ creativity, innovation self-efficacy and team risk tendency and established a more complex model of dual regulation in this study which made a certain contribution for theory in management psychology study. In practice, first of all, the conclusion of this article will help leaders’ shift leadership thinking, improve working methods,and stimulate the creativity of employees, so become a real transformational leader. Second, the regulationmodel proposed in this study indicated that managers need realize the importance of employee innovation self-efficacy, and do not ignore the team risk tendencywhich as significant team atmosphere in the process of regulation.