中文摘要：

本研究从创新过程投入视角探讨了领导创新期待影响员工根本性创新行为的作用机制和边界条件。本研究选取北京6家企业的员工及其直接领导作为研究对象，共调查了291对上一下级配对数据，分布在51个团队。多层次被调节的中介效应分析结果显示：第一，创新过程投入在领导创新期待与员工根本性创新行为之间起着中介作用；第二，团队掌握氛围正向调节创新过程投入与根本性创新行为之间的关系；第三，领导创新期待通过创新过程投入间接影响根本性创新行为，并且这种正向间接关系只在团队掌握氛围高时显著。文章还讨论了所得结果的意义及未来可能的研究趋势。

英文摘要：

Previous research has directed attention to examining the key role of leader expectations for creativity in employee creative performance and identified creative self-expectations and creative self-efficacy as mediators to unravel the Pygmalion process for creativity. Although these studies have significantly expanded our understanding of the role of leader creativity expectations in em- ployee creativity, the predominant focus on employee＇s willingness to be creative implies that the value of the creative process has been largely overlooked. This is unfortunate because a critically important aspect of the effectiveness of leader expectations is that it should lead to actual engagement in creative processes, in which employees dedicate substantial cognitive, attitudinal, and behavior- al efforts to construct problems to be solved, search for and retrieval of relevant information, and generate a variety of alternatives before settling on the optimal creative solution. Because radical creativity may lead to breakthroughs and potentially have a large impact on organizational functioning and performance, we specifically focus on this far-reaching form of creativity in the present study. Thus, the main goal of this study was to investigate why, wtaen, ana now leader creativity expectations promote employee radical creativity. By integrating pygmalion process for creativity and creativity-rel- evant processes theory, we examined creative process engagement as a mediator and team mastery climate as a moderator in relation- ship between leader creativity expectations and employee radical creativity. Using a sample of 291 leader-follower dyads from six companies in Beijing, we found that creative process engagement mediates the leader creativity expectations - employee radical ere- ativity relationship and this mediating relationship is conditional on team mastery climate for the path from creative process engagement to employee radical creativity. Specifically, the indirect relationship was found to be signif