现代组织所面临的环境愈发趋向动态、模糊和不确定，在这样的背景下，团队作为企业生产运作最重要的单元之一，其随机应变能力是保证自身活力和有效性的重要基础。而团队领导者个人的经验和经历是有限的，传统依赖其指挥和控制的方式不再是团队最优的选项。要想集合和发挥每个成员的优势和能力，推动团队内部成员之间的协作便至关重要。另外，随着信息技术的不断发展和组织架构的不断优化，团队工作出现了新的模式——如虚拟团队、跨职能团队、快速反应团队等等。这些特殊的工作形式使团队对内部协作的需求急剧上升。然而，在团队中成员可能因为个体性格、特点、利益等各方面原因无法进行自发的持续的协作，需要有这样一位领导者对成员之间的协作进行管理和推动。通过对已有相关文献的回顾，我们发现协作型领导目前的研究主要集中在教育学、公共管理与战略管理领域，指的是利益相关者之间共同工作实现目标的过程，而在微观的组织管理领域中未有太多探索。另一方面，在多年的研究中，领导力理论可被分为“上下一对一领导”和“团队整体领导”两种类别，分别注重领导者一对一影响下属或将下属作为一个整体来研究，却忽略了非常重要的领导对员工之间“联系”的影响，而协作型领导关注的正是领导者对团队成员之间的协作联系所产生的影响。因此，本文的研究问题聚焦于协作型领导的内涵和维度，以及通过实证研究来证明协作型领导行为对团队绩效的作用。研究一遵循成熟的量表开发流程，通过定性与定量研究相结合的方法，开发了在组织情境中适用的、具有较高信度和效度的3维度12条目的测量工具。研究二以中国东部某服装企业的135个团队为样本，整合社会信息加工理论和基础信息加工理论，探究了协作型领导对团队绩效的双中介路径作用。研究结果表明，协作型领导能在促进团队沟通频率的同时降低团队沟通负载。沟通负载中介了协作型领导对团队绩效的作用。团队竞争氛围强化了协作型领导对团队沟通频率的正向作用，及协作型领导对团队沟通负载的负向作用，以及协作型领导通过降低沟通负载来增强团队绩效的间接效应。最后，本文对两个研究的结论、理论和实践意义、研究创新点、研究局限性及未来研究方向进行了讨论。

The environment faced by modern organizations is becoming more and more dynamic, ambiguous and uncertain. In this context, as one of the most important units of enterprises, teams need high adaptability to ensure its vitality and effectiveness. Since the team leader's personal experiences are limited, and the traditional way of command and control is no longer the best choice. In order to gather and develop the advantages and abilities of each member, it is important to promote the collaboration among members within the team. In addition, with the continuous development of information technology and the changes of organizational structure, new modes of team work have emerged, such as virtual team, cross-functional team, fast-acting team and so on. These special working styles of teams make it increasingly demanding for internal collaboration. However, team members may not be able to perform spontaneous and continuous collaboration due to factors like distinct personalities, characteristics, interests and so on. It is necessary to have a leader who can manage and promote the collaboration among members.By conducting literature review, we find that the current research of collaborative leadership mainly concentrates on the fields of education, public management and strategic management, which refers to the process that stakeholders work together to achieve goals. The explorations in the field of organizational management are limited. On the other hand, leadership theories can be divided into two categories: dyadic theories of leadership and group-level theories of leadership, which respectively focus on the leader's one-to-one influence on subordinates or leader’s influence on subordinates as a whole. The influence of leadership on the connection between employees remains to be studied. Collaborative leadership focuses on leader’s influence on the collaborative connections among team members. Therefore, the research questions of this paper include the meaning and dimensions of collaborative leadership, and the examination of the process through which leaders affect team performance.The first study followed the mature scale development procedures to develop a measurement scale for collaborative leadership with high reliability and validity through qualitative and quantitative research. It has 3 dimensions and 12 item which is suitable for the organizational context. In the second study, using 135 teams from a garment enterprise in eastern China as a sample, this paper explores the dual mediating effect of collaborative leadership on team performance by integrating social information processing theory and information processing theory. The results show that collaborative leadership can promote team communication frequency and reduce team communication overload. Communication overload mediates the relationship between collaborative leadership and team performance. Team competitive climate strengthens the positive effect of collaborative leadership on team communication frequency, the negative effect of collaborative leadership on team communication overload, and the indirect effect of collaborative leadership on team performance through communication overload. Finally, this paper discusses the conclusions, theoretical and practical implications, innovation points, limitations and future directions of the two studies.