Research On The Relationship Among Leadership Style, Employee Self-efficacy And Innovation Performance

With the development and transition of China’s economy,we can no longer rely on a simple labor-intensive and capital-intensive to stimulate the economy. Companies need constant innovation to enhance their competitiveness. Innovation can be seen as the survival of the company. Leadership style plays an important role of enterprise. Staff is the performer of all the plans and goals. Only a combination of leader and staff can get the gall of innovation and improve innovation performance. Leadership style, then, is how to affect innovation performance through employee self-efficacy, Does there has any difference between the effects of transformational leadership and transactional leadership style on innovation performance? This paper obtained some conclusions through the empirical analysis.This paper reviews the theory of leadership style, self-efficacy theory, some of the factors that can affect innovation performance, and collects the relevant literature on the interaction between the three. On this basis, it puts forward a relevant model and some assumptions. Leadership style will be divided into transformational leadership and transactional leadership. Based on the questionnaires of employee, this research explores the relationship of variables. The empirical results show that, ⑴ Every dimension of transformational leadership has significantly positive correlation with innovation performance, Different dimension of transactional leadership style has different correlation with innovation performance. There is also a positive correlation between contingent reward and innovation performance, but active and passive management by exception are negatively correlated with innovation performance; ⑵ Innovation performance of enterprises belonging to transformational leadership style is significantly better than innovation performance of enterprises belonging to transactional leadership style; ⑶ For enterprises belonging to transformational leadership style, employee self-efficacy has a significant intermediary effect in the relationship between vision incentives, moral modeling, individualized consideration and innovation performance, but the intermediary role in the relationship between charismatic leadership and innovation performance is not significant; ⑷For enterprises belonging to transactional leadership style, employee self-efficacy plays a significant intermediary role in the relationship between contingent reward, active management by exception, passive management by exception and innovation performance.