日益激烈的竞争和内外部环境的快速变化迫使各类组织都产生了主动变革以应对挑战、促进发展的需求。有效推进变革，成为一个组织获得持续生存和发展的核心能力之一。变革型领导被普遍认为在组织变革中发挥着积极作用，本研究从员工变革自我效能、变革情感承诺、变革支持行为等变量入手，试图探索组织中变革型领导对员工变革支持行为的影响。

研究一以问卷测量法，采用两波纵向问卷调查，从10个正处在组织变革期间的组织中，收集了330份一线员工问卷，有效问卷230份，第一波测量了员工的人口学信息、对上级变革型领导的感知和员工变革自我效能；第二波测量了员工的变革情感承诺、变革支持行为和调节定向。采用SPSS 20.0和Mplus 7.4进行数据分析。结果表明：变革型领导感知对变革支持行为有显著的直接正向影响；变革型领导感知对变革情感承诺有显著正向影响，且变革自我效能在二者之间起到中介作用；变革自我效能和变革情感承诺在变革型领导感知与变革支持行为中的链式中介不成立；预防定向在变革型领导感知和变革自我效能之间起到了显著的负向调节作用，进而显著负向调节了变革型领导感知通过变革自我效能影响变革情感承诺的中介路径。

研究二采用半结构化访谈法，以6道开放式问题，对组织中的8名员工和4名管理者进行访谈，通过了解员工在变革适应或挑战情境中的经历，及其上级领导行为发挥的影响，进一步探究员工变革支持行为的其他影响因素。结果表明，除研究一关注的变革型领导，在个体、团队和组织三个层面的其他10类因素也影响变革支持行为。结果还显示员工对变革中的机会和挑战识别存在差异，不同调节定向与变革型领导行为的匹配也存在差异，进一步支持了研究一的部分结果。

研究重点考察了组织变革期，员工对上级变革型领导的感知和自身调节定向的交互作用，结论提示变革型领导对员工变革支持行为有直接积极影响，此外变革型领导感知通过提高员工变革自我效能进一步积极影响变革承诺，但高预防定向的员工这一过程作用会被削弱。

    Due to the increasingly fierce competition and fast changes in the internal and external environment, all kinds of organizations take the initiative to change in order to cope with challenges and promote development. Effective change promotion becomes one of the core capabilities of an organization to gain sustainable survival and development. Transformational leadership is generally believed to play a positive role in organizational change. This research starts from the change self-efficacy, change affective commitment, change supportive behaviors and other variables, trying to explore into the influence of transformational leadership on employees' attitude and behavior to change.

The first research mainly used questionnaire survey to explore the influencing mechanism of the superior’s transformational leadership on employees’ attitude and behavior to change. We collected 330 completely answered questionnaires from ten organizations, which comes from different kinds, that were in the process of organizational change, recovered 230 valid and matching questionnaires. We measured employees’ Demographic information, perceived transformational leadership, change self-efficacy on Time 1, and their change affective commitment, change supportive behavior, and employee’s regulatory focus on Time 2. Data analysis was conducted with SPSS 20.0 and Mplus 7.4, to check moderated chain mediation model. Results show that perceived transformational leadership has a remarkable positive effect on the change supportive behavior, while perceived transformational leadership has a remarkable positive effect on the change affective commitment. Besides, change self-efficacy plays a mediation role between them. Moreover, the chain mediation of change self-efficacy and change affective commitment in the perceived transformational leadership and change supportive behavior is invalid. Meanwhile, it is found that prevention focus has a remarkable negative moderating effect on the perceived transformational leadership and change self-efficacy, and further moderate the mediation path which perceived transformational leadership affects the change affective commitment through change self-efficacy negatively. 

The second research use semi-structured interview method. With 6 open questions, 8 employees and 4 managers from different organizations that were in the process of organization change were interviewed, to further explore the other influencing factors of employees’ change supportive behavior by learning about employees’ experience in adapting or challenging process to the change, as well as the effect of superior’s leadership and organizational behavior. Results show that the factors influencing change supportive behavior includes ten kinds of factors in three levels, which is individual, group and organizational level, besides the transformational leadership influence supported by the first research. We also find the differences in employees’ recognition of opportunities and challenges in the change, as well as the different matching results between different regulatory focuses and leadership behaviors, which further supports the results of the first research.

Research focuses on the interaction of perceived superior’s transformational leadership and regulatory focus in the organization change period. the conclusion indicated that transformational leadership has a direct positive influence on support behavior change. Moreover, perceived transformational leadership has a positive influence to change affective commitment by increasing employee’s change self-efficacy, but the influence will be weakened with employees’ high prevention focus.