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| Intimacy for Innovation: the Stimulating Mechanism of Authentic Leadership Style on New Employees′ Innovative Behavior |
| Xu Shuang,Yang Zheng,Liu Pingqing,Yang Fang,Zhao Li |
| (School of Economics and Management, Beijing Institute of Technology, Beijing 100081, China) |
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Abstract With the increasing number of new employees of the post-90s generation, more and more attention has been paid to the incentive effect of different leadership styles on their innovation behavior. The employees of the post-90s generation tend to be more individualistic and self-conscious, which puts forward higher requirements for enterprise human resource management. Among various leadership styles, authentic leadership is regarded as the essence of positive leadership, and it has an important impact on employees′ psychology and behavior. The existing research shows that authentic leadership has a positive effect on work engagement, while whether and how authentic leadership helps to stimulate new employees′ innovation behavior has received less attention. Thus, how can authentic leadership stimulate new employees′ innovation behavior is an important issue to be addressed with both theoretical and practical significance.#br#Based on the cognitive affective theory, this study explores the influence mechanism of authentic leadership style on innovation behavior of employees of the post-90s generation, and identifies the moderating role of mentoring relationship in it. This paper constructs a moderated mediation model of authentic leadership on new employees′ innovation behavior to investigate the mediation role of organizational justice and work engagement and the moderation role of mentoring. The model is empirically tested by the paired samples of new employees of the post-90s generation and their direct leaders from the technology intensive enterprises across China. The results show that authentic leadership has a significant positive impact on the innovation behavior of new employees of the post-90s generation. Besides, new employees′ organizational justice and work engagement play the mediation role in the relationship between authentic leadership and their innovation behavior. What is more, the mediation effects of organizational justice are stronger than the mediation effect of work engagement. The last but not the least, mentoring can positively moderates the influence of authentic leadership, organizational justice and work engagement on the innovation behavior of new employees of the post-90s generation. The results show that when new employees receive more mentoring, the positive relationship between authentic leadership and organizational justice and work engagement is stronger, and their moderated mediation effects will be more significant.#br#This study reveals the dual path influence mechanism of new employees' innovation behavior, as well as the substitution effect of authentic leadership and mentoring relationship, which provides a new way to explain and improve the “post-90s” new employees′ innovation behavior, and has important practical value for promoting individual positive behavior. The theoretical contributions of this paper can be summed into two aspects. First, this paper identifies the cognitive emotional mechanism of authentic leadership on the innovation behavior of new employees of the post-90s generation from the perspective of cognitive emotional personality system theory, which helps to expand the research on authentic leadership′s influence mechanism. Compared with previous studies mostly adopted social learning theory, social cognitive theory or identity theory to investigate the influence mechanism, this study emphasizes the influence of social cognition and emotional processing of authentic leadership, which has received less attention. Second, this paper reveals the moderating role of mentoring in influencing new employees′ innovation behavior from the perspective of organizational insiders in socialization. Previous studies focus on the effect of leadership or mentoring, and there are few studies with the focus on the influence of mentoring and leadership at the same time. Combined with the value characteristics of the post-90s new employees′ pursuit of individual achievement and equal interpersonal atmosphere, this paper discusses the moderation effect of the mentoring on the impact of authentic leadership. The conclusions can help to enrich the relevant research of new employees from the perspective of interpersonal interaction.#br#
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Received: 06 May 2021
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