当前局势下，全球正处于变革大浪潮中，面对日新月异的技术革新、经济结构的深度调整以及国际竞争格局的深刻变化，企业必须紧随社会的发展，以先进创新为驱动，只有这样才可以在激烈的竞争中占取有利地位。公司员工作为组织创新的主要成员，如何激发其创造力并进行创新行为成为企业当下存在并且亟待解决的关键课题。为了激励员工进行更多的创新活动，组织通常会给予员工必要的支持，然而组织支持怎样能进一步激发员工的创新活动，在日常员工工作的管理过程中，应当根据哪些前提情况做出政策调整？基于创新对于企业的必要性以及对以上相关管理问题的思考，本研究建立了以共享领导为中介通路的研究模型，旨在探索组织支持对员工创新行为的影响机制，并且进一步探究了环境动态性与主动性人格的边界作用。

本研究通过问卷调查的形式，对387名在职员工的数据进行分析，得到以下研究结果：组织支持和共享领导分别对员工创新行为具有正向促进作用；共享领导在组织支持与员工创新行为之间起到中介作用；环境动态性在组织支持对共享领导的影响中起到正向调节作用；主动性人格在共享领导对员工创新行为的影响中起到负向调节作用。

鉴于此，本研究结果启示组织管理者应当认识到信息领导模式即共享领导的重要性，在实际工作中打破员工个体固有的角色和其本身工作内容的局限，为他们提供更多信息交流、合作学习的机会，合理授权使得团队成员可以有更多的发挥专长的机会，充分激发团队共享领导在组织支持与员工创新行为之间的积极作用。此外，也应当结合外部环境情况以及内部团队成员个性特质做出动态性的策略调整，在面对不同环境以及不同的组织成员时，可以给出差异化的管理举措，以期发挥组织支持的最大效用。

In the current situation, the world is in the midst of a great wave of change, in the face of the rapid renewal of scientific and technological change, the depth of the economic structure of change and the significant evolution of the global competitive situation, enterprises must follow the development of society, advanced innovation as the driving force, only in this way can occupy a favourable position in the fierce competition. As the main members of organisational innovation, how to stimulate their creativity and innovative behaviours has become a key issue that needs to be resolved by enterprises. In order to motivate employees to be more innovative, organisations usually give them the necessary support, but how can organisational support further motivate employees to be more innovative, and what are the prerequisites for making policy adjustments in the day-to-day management of employees' work? Based on the necessity of innovation for enterprises and the reflection on the above related management issues, this study establishes a research model with shared leadership as a mediating pathway, aiming at exploring the results of the impact of organisational support on employees' innovative behaviours, and furthermore exploring the borderline roles of environmental dynamics and proactive personality.

This study examined the personal data of 387 working employees by means of questionnaires and obtained the following findings: organisational support and shared leadership positively promote employee innovative behaviour, respectively; shared leadership mediates the pathway between organisational support and employee innovative behaviour; environmental dynamics plays a positive moderating role in the influence of organisational support on shared leadership; proactive personality plays a negative moderating role in the effect of shared leadership on employee innovative behaviour.

In view of this, the results of this study reveal that organisational managers should recognise the importance of the information leadership model, i.e. shared leadership, and break the limitations of individual employees' inherent roles and their own work content in practice, provide them with more opportunities for information exchange and cooperative learning, and reasonably authorise team members to have more opportunities to play their expertise, so as to fully stimulate the positive role of team shared leadership in the relationship between organisational support and employees' innovative behaviours. The positive role of team shared leadership in the relationship between organisational support and employees' innovative behaviours. In addition, it should also be combined with the external environment and internal team member personality traits to make dynamic strategic adjustments, in the face of different environments and different members of the organisation, can give differentiated management initiatives, in order to give full play to the maximum effectiveness of organisational support.