变革型领导(Transformational Leadership)是上个世纪80年代以来西方领导理论研究的热点问题，且己成为领导理论研究的新范式.然而，国内有关变革型领导的实证研究并不多见。究竟在中国这一特殊的文化背景下，变革型领导是一个什么样的结构，与西方变革型领导的结构有何异同?变革型领导与个体层面以及团体层面的领导有效性之间有什么样的关系?变革型领导在个体层面和团体层面又是如何起作用的?本研究试图结合我国的文化背景和社会经济发展的实际情况，通过实证研究来回答上述问题。
    本研究采用文献研究、问卷调查和专家讨论等方法对变革型领导的结构，变革型领导的测量，变革型领导与PM及家长式领导的比较，变革型领导与OCB之间的关系，变革型领导在个体层面及团体层面的作用机制进行了研究。整个研究总共调查了3000多名被试，采用了探索性因素分析、验证性因素分析、层次回归分析、典型相关分析和结构方程模型等多种统计分析技术。得到的结论如下:
第一、归纳法的研究结果表明:我国的变革型领导是一个四维的结构，包括愿景激励、德行垂范、领导魅力和个性化关怀。信度分析、项目分析、探索性因素分析和验证性因素分析结果都表明，本研究所编制的变革型领导问卷的信度和效度均达到了测量学的要求，项目的设计是有效的合理的。与国内外同类研究结果相比，本研究得到的“德行垂范”更加强调领导者自身德行行为对员工的垂范榜样作用;“个性化关怀”除了包含西方“个性化关怀”的内容之外，还包括领导者对员工个人生活和家庭的关怀。
    第二、变革型领导与PM、家长式领导的比较研究发现，在控制了家长式领导，PM之后，变革型领导对领导有效性仍然具有额外的解释力，说明变革型领导相对来说对领导有效性具有更强的预测力。
    第三、回归分析和典型相关分析的结果都表明，变革型领导对组织公民行为具有显著的影响。
第四、结构方程模型分析结果表明，心理授权对变革型领导影响领导有效性的过程具有一定的中介效果。愿景激励和德行垂范是通过心理授权的中介作用来影响领导有效性的，领导魅力和个性化关怀虽然会影响领导有效性，但是并不是通过心理授权来实现的。
    第五、层次回归分析结果表明，团体内合作对领导魅力、个性化关怀与团体满意度;对个性化关怀与团体凝聚力;领导魅力与团体绩效具有完全中介作用。

  Transformational Leadership is one of the most popular topics of western leadership researches since 1980s，and also has become the new paradigm of leadership research. However there are few empirical researches related to transformational leadership in China. What is the structure of transformational leadership in China? Is it different from the western structure? What are the relationships between   transformational leadership and leadership effectiveness at individual and group  level? What is the mechanism  of transformational leadership at individual and group level? This research was designed to answer these questions.
    The structure of transformational leadership,the measurement of transformational leadership, the difference among transformational leadership,PM and Paternalistic leadership, the relationship between transformational leadership and OCB, the mechanism of transformational at individual and group  level  were  explored  by  using  open  questionnaire, structural questionnaire and   experts discussion.  More than  3,000 subjects were surveyed，and  EFA, CFA, Hierarchical  Regression  Analyses, Canonical Correlation, SEM and other statistics methods were used. The following is our main findings:
    Firstly,  inductive  methods  was  used  to  explore  the  structure  of transformational. leadership  and  the  result  show  that  transformational leadership is a four dimensions structure which includes articulate vision，morale modeling, charisma and individual consideration. Reliability analysis,item  analysis,  EFA and  CFA show  the  reliability  and  validity  of  the transformational leadership questionnaire we designed is good enough, the design of the item is effectively and properly. Contrast to other researches,morale modeling emphasis leader's morale behavior's modeling effect on subordinate, and  individual consideration include leader's consideration on subordinate's life and family besides western individual consideration.
    Secondly,  the  comparison  of  transformational  leadership,  PM  and paternalistic leadership showed that transformational leadership added unique variance beyond PM and paternalistic leadership for understanding leadership effectiveness which told us transformational leadership is a more power predictor to leadership effectiveness than PM and paternalistic leadership.
    Thirdly, hierarchical regression analyses and canonical correlation showed that there were statistically significant relationships between transformational leadership and Organizational Citizenship Behavior.
  Fourthly,  results based  on structure equation  modeling  using Amos indicated that articulate vision and morale modeling had only indirect effects on leadership  effectiveness  mediating  through  psychological  empowerment;however charisma and individual consideration had only direct effects on leadership effectiveness.
    Fifthly, results based on hierarchical regression analyses indicated that charisma had only indirect effect on group satisfaction and group cohesion mediating through group cooperation, and individual consideration also had only indirect effect on group satisfaction and group performance mediating through group cooperation. Thus it can be seen that the relationships between transformational leadership, group cooperation and group effectiveness is consistent with I一P-O model at a certain extent.