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In the current global economy, the international competition and the degree of information are increasing day by day. In order to keep competitive advantage, attract new customers, and satisfy the day-to-day increasing need of optimization process, modern organizations have to innovate(West,2002). Organizational innovation depends on employee innovation very much in an organization. So, to enhance organizational innovation, we should know how to enhance individual innovation ( Wei, et al.,2009).Individual innovation is considered the source of sustainable developmental power, not only helping organizations to extend new business areas ,but also helping organizations to maintain evergreen(Amabile & Khair,2008). How to motivate employee innovation is to become the major challenges of managers and scholars facing(Peebles,2002).Because leaders have a lot of resources, employee behaviors are very easily influenced by leader behaviors(Yukl, 2002), no exception for employee innovative behavior. In the past, many researchers explored the impact of leadership on employee innovative behavior, but rarely researched empowered teams or organizations. In the empowered teams, employees have more autonomy, self-decision and power to control the work environment. In these teams, sharing power with employees can enhance employees’behavioral motivations and job investment(Kirkman & Rosen, 1999; Thomas & Velthouse,1990)。However, the domestic study on the relationship between empowering leadership and employee innovative behavior is still being explored, but much less evidence has been showed on the mediator of creative self efficacy and creative role identity in this relationship. Employee’risk preference may impact the behavioral tendency of employee .So we should study how employee values impact the relationship between empowering leadership and employee innovative behavior.Base on literature review about empowering leadership, innovative behavior from both domestic and foreign, some relevant research hypothesis were put forward and validated by empirical. The main conclusions are as follows: Firstly, empowering leadership has significant positive effect on creative self efficacy, creative role identity and innovative behavior. Secondly, creative self efficacy and creative role identity has significant positive effect on innovative behavior. Thirdly, creative self efficacy completely mediates the relationship between empowering leadership and innovative behavior. Fourthly, creative role identity completely mediates this relationship. Fifthly, risk preference moderates this relationship. Finally, the conclusions were summarized and relevant management ways were brought forth. Some advices were given for future research to avoid the limitation of this paper.
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