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| Multilevel Influence of Platform Leadership on Employee Proactive Innovative Behavior |
| Li Ling1,Tao Houyong2,Song Hao1 |
| (1.School of Management, South-Central University for Nationalities, Wuhan 430074, China;2.School of Economics and Management, Wuhan University, Wuhan 430072, China) |
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Abstract In the rapidly-changing market environment, innovation determines the survival and development of enterprises, and the proactive innovative behavior of employees is the main driving force to maintain sustainable competitive advantages. How to improve the innovative ability has become one of the major challenges faced by organizational management. Employee innovative ability determines the organizational innovative ability. In the era of platform economy, how leaders build a career platform to stimulate the innovative passion and creative potential of knowledge employees is a key factor to determine the long-term development of enterprises. Existing studies also show that leaders' cognition and attitude have an important impact on employee proactive innovative behavior. Therefore, leaders' support and encouragement to employees is an important driving force to stimulate employee innovative behavior. Platform leadership takes the job of employees as their common cause with the focus on equal communication and mutual support, guides and encourages employees to form creative ideas or schemes about new products and services in work. In addition, the equal communication and sharing between platform leadership and employees is conducive to opening employees' mental model and stimulating their creative potential, thus promoting employee proactive innovative behavior. Based on social exchange theory and social learning theory, this study constructs a multilevel model regarding the impact of platform leadership on employee proactive innovative behavior.#br#Samples are from traditional manufacturing enterprises, closely combined with digitalization, networking and intelligence, mainly including IT, finance, manufacturing, real estate, biopharmaceutical and other industries with distribution in Suzhou, Guangzhou, Shenzhen, Shanghai, Wuhan, Beijing, Changsha and other cities. 28 supervisor questionnaires and 238 employee questionnaires were distributed to 28 teams in 11 enterprises. Excluding the invalid questionnaires, the researchers retrieved 24 team supervisor questionnaires (effective recovery rate 85.71%) and 211 employee questionnaires (effective recovery rate 88.65%) of 24 teams. In the 211 valid employee samples, men accounted for 60.02% and women 39.98%; in terms of age structure, 30.16% were aged 30 and below, 49.43% were aged 31-39, and 20.41% were aged 40 and over; in terms of education composition, 79.20% for bachelor degree below and 20.80% for bachelor degree or above. The results show that platform leadership has a significant positive effect on team learning emergence, creative self-efficacy and proactive innovative behavior; creative self-efficacy mediates the relationship between platform leadership and proactive innovative behavior; team learning emergence also plays a multilevel mediating role between platform leadership and proactive innovative behavior.#br#Based on the perspective of social learning theory and social cognition theory, this paper explores how platform leaders affect employee proactive innovative behavior through the intermediary mechanism of creative self-efficacy and team learning emergence. The research conclusion not only confirms that leaders' cognition and behavior are one of the important factors affecting employee innovative behavior, it also explores the multilevel influence mechanism of platform leadership on employee proactive innovative behavior, which further expands the related research on platform leadership. In addition, the results of this study enrich the intermediate mechanism of influencing employee proactive innovative behavior, and lay a foundation for future related research.#br#The paper also confirms that creative self-efficacy is the main driving force of employee proactive innovative behavior, and this finding has important theoretical guiding significance on how to motivate and manage employee proactive innovative behavior. On the one hand, the empirical results help to uncover the black box of intermediate mechanism of the impact of platform leadership on employee innovative behavior. In addition, by providing positive psychological support and innovative resources to employees, the platform leaders are able to enhance their confidence and resistance to pressure in the face of difficulties and setbacks in the process of innovation, and stir up employee proactive innovation by improving team members' sense of creative self-efficacy. Moreover this study also finds that team learning emergence plays a multilevel mediating role between platform leadership and proactive innovative behavior. Managers can make a team learning atmosphere, encourage employees to learn and make progress together, enhance employee innovative ability by sharing knowledge, skills and experience. Therefore, as a platform leader, he/she should pay more attention to team learning, create an open, inclusive learning atmosphere, and encourage not only the learning and communication among team members, but also the learning and communication outside of the team.#br#
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Received: 15 September 2021
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