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| How does Inclusive Leadership Affect Employees' Deviant Innovation Behavior in the Context of Harmony Culture |
| Wu Shijian1,Du Mengzhen1,Zhou Zhongbao2 |
| (1.College of Economics and Management, Shandong University of Science and Technology, Qingdao 266590,China; 2. School of Business Administration, Hunan University, Changsha 410082,China) |
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Abstract Employee's deviant innovation is an important external behavior that affects the innovation and development of an enterprise. Based on Chinese Harmony Culture and from the perspective of resource conservation theory, this paper uses 430 leader-employee pairing data to discuss the mechanism and boundary conditions of inclusive leadership on employee’s deviant innovation in the context of Chinese culture, and verifies the mediating role of psychological security and the dual moderating role of employees' power distance perception and future time orientation. The results of the study show that inclusive leadership significantly positively affects deviant innovation. Psychological security plays a part of the mediating role between inclusive leadership and deviant innovation. Power distance perception negatively regulates the relationship between inclusive leadership and psychological security, and future time orientation negatively regulates the relationship between psychological security and deviant innovation. Power distance perception negatively moderates the mediating effect of psychological security between inclusive leadership and deviant innovation, but the moderating effect of future time orientation on the mediating variable psychological security is not obvious.
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Received: 15 July 2020
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