随着政府职能的扩张和公共事务复杂程度的快速提升，单一的政府部门难以完成对复杂公共事务的治理。环境治理、数字化转型、危机管理等具有跨部门、跨区域特点的“棘手问题”所面临的治理困境需要新的治理理论指导。协同治理在近30年的发展过程中，因其针对多主体在共同目标下的合作机制设计，成为解决复杂治理问题的有效应对方案。近期，更多研究协同治理的学者认为公共领导力是将各方带到谈判桌前并引导他们度过协同过程中艰难时期的关键因素,但是鲜有研究系统性地讨论公共领导力对协同治理的影响机制。　　在此背景下，本研究聚焦于以下具体研究问题：1)以政府数字化转型过程中的协同机制为例，分析涌现出的公共领导力的类型和特点；2)不同类型的公共领导力如何同协同动态中的各种要素互动，进而影响协同治理的效果？　　本研究的主要贡献在于：从公共领导力这一重要的协同驱动要素入手，借鉴协同治理、公共部门领导力风格、公共领导力理论，构建了公共领导力对协同治理影响的分析框架，并以实证分析的方法对这一分析框架进行了检验。　　在研究设计方面，本研究采用定量和定性研究相结合的混合研究策略，以安徽省H市政府投资信息化项目和省属国有企业的信息化项目为研究对象开展实证分析。在定量分析部分，本研究基于问卷调查数据，运用多元线性回归、结构方程模型等方法进行数据分析。研究发现：在协同治理中，网络领导力能够显著增进协同治理绩效；公共领导力对于协同绩效的影响是通过协同动态要素的中介机制实现的。定量研究结果也发现，数字化转型协同中的层级领导力的影响在统计意义上不显著。研究继而展开定性研究，通过对两个“最相似案例”进行比较分析，探索影响层级领导力效果的关键要素以及其中的作用机制。研究发现：相较于网络领导力，层级领导力在协同治理中发挥效用的前提条件更为严苛，具有较强的情境依赖性。　　本研究通过实证研究探索了公共领导力对协同治理复杂的影响机制，进一步完善了协同治理理论。其次，本研究以中国地方在政府数字化转型的协同治理案例为研究对象填补了中国制度背景下的协同治理领导力研究的空白，也为协同治理领导力的研究提供了更加丰富的实证资料。

　　With the expansion of government functions and the rapid increase in the complexity of public affairs, it has become challenging for singular government departments to effectively manage complex public issues. The governance dilemmas led by "wicked problems" such as environmental governance, digital transformation, and crisis management, characterized by cross-departmental and cross-regional features, require advanced theoretical and empirical guidance. Over the past 30 years, collaborative governance has provided mechanism designs as effective response to solving complex governance issues that explain cooperative relationhip building among multiple stakeholders towards common goals. However, there has been limited systematic discussion on the impact of public leadership on collaborative governance.　　Against this backdrop, this study focuses on the following specific research questions: 1) What are the typology and features of emerging new types of leadership during the government‘s digital transformation collaboration process? 2) How do different types of leadership interact with various elements in collaborative dynamics, thereby influencing the outcomes of collaborative governance?　　The main contributions of this study lie in starting from the important collaborative driving factor of public leadership, drawing on theories of collaborative governance, public management styles, and public leadership, constructing an analytical framework for the impact of public leadership on collaborative governance, and empirically testing this framework through empirical analysis.　　In terms of research design, this study employs a mixed-methods research approach integrating both quantitative and qualitative methodologies, conducting empirical analysis on the investment informatization project in H City, Anhui Province, as well as the informatization project of provincial state-owned enterprises, as its primary research subjects. In the quantitative analysis section, based on questionnaire survey data, multiple linear regression, structural equation modeling, and other methods are used for data analysis, revealing that in collaborative governance, network leadership significantly enhances collaborative governance performance, and the impact of public leadership on collaborative performance is mediated through collaborative dynamic elements. The qualitative analysis section mainly responds to the unexpected results of the quantitative part that hierarchical leadership failed to show statistically significant influence to collaborative governance. Through case comparison analysis of two "most similar cases", this study explores the key contextual factors affecting the utility of hierarchical leadership in collaborative governance, and the mechanism of action. The research findings show that compared to network leadership, hierarchical leadership has stricter prerequisites for exerting utility in collaborative governance and exhibits strong situational dependency.　　This study reveals the complex impact mechanism of public leadership on collaborative governance through empirical research methods, further enriching the theory of collaborative governance. Secondly, by focusing on Chinese cases of collaborative governance, this study fills the gap in research on collaborative governance leadership in the Chinese institutional context, providing richer empirical data for the study of collaborative governance leadership.