随着国有企业的改革发展，以电力企业为代表的高度正规化公司越来越多的采用团队的方式完成重点工作任务，并充分认识到了其高效的特征。近年来，团队效能的基本模型越来越完善，对影响因素的研究越来越多样、丰富，但目前国内外研究仍处于在理论层面构建基本模型（如I-P-O模型），或仅针对某一影响因素进行研究，如仅研究领导类型对团队效能的影响，而对在整体模型中将所有可能的影响因素及其互相作用进行案例分析调研的研究仍然较少。基于此，本文以供电公司为例，从I-P-O模型的所有影响因子入手，通过大量的问卷调研及案例分析，总结了组织因素、领导因素、个体因素对团队效能的影响，以及沟通、合作与竞争、教育培训等团队互动过程的中介作用，重点讨论了如何通过改变组织因素、领导因素、个体因素调节团队互动过程，提出改善措施，从而有效提升团队效能，并构建了直观反应各因素间互相作用及影响的关系模型。 本文的研究思路如下：首先，以团队效能基本模型（I-P-O）为基础，对团队效能的输入、过程、产出的影响因子进行文献整合；其次，以D公司的实际运营状况为依据，通过选取样本、设计问卷、专家分析的方式对所有可能的影响因子对团队效能的影响及其互相作用进行实证研究；最后，得出研究结论并给出改进管理的建议。本研究结果表明，确定明确的任务及目标、在不同工作情形中及时改变领导方式、提升个体工作能力可以有效提升团队效能，而沟通、合作与竞争、教育培训等团队互动过程具有中介作用，有效及时的沟通、合理的解决团队冲突、进行卓有成效的培训能够发挥积极的调节作用。

With the reform and development of state-owned enterprises，highly regularized companies, represented by power companies, are increasingly using teams to accomplish key tasks, and fully realize the characteristics of their high efficiency. In recent years, the basic model of team effectiveness has become more and more perfect, and the research on influencing factors has become more and more diverse, but at present, domestic and foreign research is still in the theoretical level to build a basic model (such as I-P-O model), or only for a certain influencing factor research, such as only study the leadership type on team effectiveness. However, there are still few studies on the possible influencing factors and their interactions in the overall model. Based on this, this paper takes the power supply company as an example, starting from all the influencing factors of the I-P-O model, through a large number of questionnaires and case studies, summarizes the effects of organizational factors, leadership factors and individual factors on team effectiveness, and the mediating effects of communication, cooperation and competition, education and training on team interaction. It focuses on how to adjust team interaction by changing organizational factors, leadership factors and individual factors. To improve team effectiveness effectively, the relationship model of interaction and influence among various factors is constructed. The main ideas of this paper are as follows: Firstly, based on the basic team effectiveness model (I-P-O), the paper integrates the input, process and output factors of team effectiveness; secondly, based on the actual operation of D company, it selects samples, designs questionnaires, and analyzes all possible shadows by experts. The impact of response factors on team effectiveness and their interaction are empirically studied. Finally, conclusions are drawn and suggestions for improving management are put forward. The results show that definite tasks and goals, timely change of leadership style in different work situations, and improvement of individual work ability can effectively improve team effectiveness, while communication, cooperation and competition, education and training have mediating effects on team interaction, which can effectively and timely communicate and reasonably resolve team impact. Sudden and effective training can play a positive role in regulating.