研究背景：面对逐年攀升的案件数量，为了实现法官精英化、专业化，减少法官事务性工作，提高办案质效，法院系统逐步确立了以员额法官为核心的团队化办案模式。自2015年以来，办案团队正逐步成为基本的审判执行单元、绩效评价和监督管理单元。然而，在目前实践中，有的团队配合好、效率高，有的士气低落，效率低，这引起了笔者的思考和兴趣。迟到的正义不是人民群众盼望的，作为基层法院，对宏观政策的影响力有限，通过提高办案团队长变革型领导力水平，进而提升办案团队工作积极性，是一种操作性强的方法。变革型领导力作为一种能够激发团队成员积极性的重要理论，非常适合基层办案团队，然而这一理论在司法领域的应用较少。研究目的：本文旨在通过对某基层法院实证研究，探索在法院现有法官编制、薪酬结构的客观政策背景下，变革型领导力与团队成员工作积极性等变量之间相关性，进而丰富办案团队长领导力理论，为选拔、培养、培训办案团队长提供理论依据、评价方法和工具。研究方法：采用问卷调查法收集数据，借助问卷星微信小程序，以H地区某基层法院办案团队成员为对象，以匿名形式通过单位内部微信群发放调查问卷。问卷采用国内被广泛使用的TLQ、LMX-7、LE量表，分别测量“变革型领导力”、“领导有效性”、“领导-成员交换关系”三个潜变量，关于变量的测量题目共48道，关于人口统计学题目4道，共收到问卷星电子答卷214份（占该法院办案团队总人数的79.3%），回收有效问卷203份，占总问卷数95.6%。建立关于三个变量的结构方程模型，采用SPSS进行数据筛选，剔除无效数据并对数据标准化，使用MPLUS软件检验问卷及模型的有效性，验证关于团队长变革型领导力、团队中领导-成员交换关系、团队长领导有效性三个潜变量之间关系。研究结果：通过问卷调查和数据分析的实证研究，结果表明，所选取的量表信度和效度良好，采用Bootstrap2000次检验中介效果，得出团队的领导-成员交换关系的P-Value 标准化值<0.001，可见中介效应显著。办案团队中变革型领导力和领导有效性、领导成员交换关系之间路径系数分别为0.725、0.881，团队中领导成员交换关系和领导有效性之间路径系数为0.590，其他指标也符合要求，这验证了在法院办案团队中，团队长的变革型II领导力有利于提高领导力有效性，尤其有利于提高法院办案工作业绩。 研究结论：变革型领导力对办案团队长领导有效性存在预测作用；变革型领导力有利于办案团队长与成员构建高质量互动关系；高质量领导-成员交换关系有利于提高办案团队长领导有效性。为了提高办案团队成员工作积极性，提升团队工作业绩，可以通过团队长变革型领导力和领导成员交换关系这两个关键变量。

Research background: Facing the increasing number of cases year by year, in order to achieve the elitism and specialization of judges, reduce the affairs of judges, and improve the quality and efficiency of case handling, the court system has gradually established a team-basedcase handling model with staff judges as the core. Since 2015, the case-handling team is gradually becoming the basic trial execution unit, performance evaluation and supervision management unit.However, in current practice, some teams have good cooperation and high efficiency, and some have low morale and low efficiency. This has aroused the author's thinking and interest. Late justice is not what the people hope for. As a grassroots court, it has limited influence on macro policies. By improving the transformational leadership level of the case team leader, it can improve the work enthusiasm of the case team. It is a kind of strong operability, fast and efficient work Methods.Transformational leadership is an important theory that can stimulate the enthusiasm of team members. It is very suitable for grassroots case-handling teams. However, this theory has less application in the judicial field.Research purpose: This article aims to explore the correlation between transformational leadership and team members’ work enthusiasm and other variables in the context of the court’s existing judge establishment and salary structure through an empirical study of a grassroots court, so as to enrich the case-handling team. The long-term leadership theory provides theoretical basis, evaluation methods and tools for the selection, training, and training of case-handling team leaders.Research method: Using questionnaire survey method to collect data, with the help of the questionnaire star WeChat applet, with members of a grassroots court handling team in H district as the object, the questionnaire was distributed anonymously through the internal WeChat group of the unit. Thisquestionnaire uses the widely used TLQ, LMX-7, and LEscales in China to measure the three latent variables of "transformational leadership", "leadership effectiveness", IVand "leader-member exchange relationship", and other 4 questions about demographics.Wereceived a total of 214 electronic questionnaires (accounting for 79.3% of the total number of the court's case handling team), and recovered 203 valid questionnaires, accounting for 95.6% of the total number of questionnaires.This paperestablisheda structural equation model for three variables, usingSPSS to filter data, eliminate invalid data and standardize the data,andusing MPLUS software to test the validity of the questionnaire and model, and verify the transformational leadership of the team leader and the leader-member exchange in the team The relationship between the three latent variables of relationship and team leader’s leadership effectiveness.Research results: Through questionnaire surveys and empirical research on data analysis, the results show that the reliability and validity of the selected scale are good. Bootstrap was used to test the mediation effect for 2000 times, and the P-Value<0.001, it can be seen that the mediating effect is significant. The path coefficients between transformational leadership and leadership effectiveness, and leadership member exchange relationships in the case-handling team are 0.725and 0.881. The path coefficient between leadership member exchange relationships and leadership effectiveness in the team is 0.590, and other indicators also meet the requirements.It is verified that in the court case team, the team leader’s transformational leadership is conducive to improving the effectiveness of leadership, especially conducive to improving the court’s case handling performance.Research conclusions: Transformational leadership has a predictive effect on the leadership effectiveness of the case-handling team leader; transformational leadership is conducive to the establishment of high-quality interactive relationships between the case-handling team leader and members; high-quality leadership-member exchange relationships are conducive to improving the leadership effectiveness ofthe case-handling the exchange relationship between the leading members. In order to increase the enthusiasm of team members in case handling and improve team performance, the two key variables, transformational leadership of the team leader and the exchange relationship between the leadingandmemberscan be used.KEY WORDS：Case Handling Team, Transformational Leadership, Leader Member Exchange Relationship, Management Effectiveness, Jobperformance