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| The Burden Mechanism of Leader Excessive Empowerment on Employees' Innovative Behavior |
| Tan Chunping,Shen Huanhuan,Zhang Yuqi |
| （School of Economics and Management, Lanzhou University of Technology, Lanzhou 730050, China） |
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Abstract With the advent of the post-pandemic and VUCA era, a new round of technological and industrial transformation is reshaping the global economic structure and innovation landscape, bringing unprecedented opportunities and challenges to organizational development, and the key role of innovation in promoting organizational change and development is even more increasingly highlighted. As the core elements of organizational innovation, employees' innovative behavior and performance are of great significance to the organization's adaptation to the changing environment and the realization of sustainable development. Research has found that leader empowerment has a positive effect on employee innovation behavior.#br#Existing research on leader empowerment behaviors has focused on its positive effects. It is found that leader empowerment not only helps to improve organizational performance and team performance, but also has a positive impact on employees' innovative behavior and performance, work performance and other work behaviors. However, with the deepening of research on hot topics such as leadership empowerment, some scholars believe that leader empowerment is a double-edged sword. Compared with other leadership styles, the team underlying leader empowerment demonstrates lower performance, and the benefits of organizational benefits have not been significantly improved, and excessive empowerment will trigger employee's negative work attitude and behavior, which in turn affects employee innovation behavior. The leader empowerment should be in line with the needs and expectations of employees, otherwise there will be excessive leader empowerment or insufficient leader empowerment.#br#The influence of leader empowerment on employee innovation behavior gradually becomes significant. Leader empowerment not only improves employee role performance through the enablement process, but also reduces employee role performance through the burden process. Existing research has focused on the discussion that how leader empowerment can promote the improvement of employees' self-efficacy, that is, to improve employees' innovative behavior and employee role performance through the enablement process. Previous studies have focused on how leader empowerment could improve employees' self-efficacy, employees' innovative behavior and performance through the enablement process, but neglects excessive empowerment, so it hasn't achieve the desired effect of leaders. Contrary to the conclusion of the study, leader empowerment may also makes employees lose their intrinsic motivation to innovate and inhibits employees' innovation through the burden-increasing process. Currently there are also a small number of studies believe that leader excessive empowerment will have a negative impact on employees' work attitude and behaviors, and form a burden for employees' innovative behavior, but the existing research has not deeply explored the internal mechanism and logic of the formation of this burden mechanism.#br#In view of this, in order to reveal the internal mechanism of the burden of employees' behavior caused by leader excessive empowerment on employees' innovative behavior, this research focuses on young and middle-aged employees aged 26-45 who have worked for more than 5 years. The survey scope covered 29 provincial administrative regions in Chinese mainland, mainly involved in the technological innovation industry, including state-owned and private enterprises. The survey is conducted both online and offline and finally 1 204 valid questionnaires are obtained from multiple channels, and 758 samples are collected from leader excessive empowerment data.Then on the basis of the resource conservation theory, this study comprehensively considers two factors of role pressure and emotional exhaustion caused by leader excessive empowerment and employs the method of hierarchical regression and process-mediated effect test toempirically study the burden mechanism of leade excessive empowerment on employees' innovation behavior.#br#Research shows that leader excessive empowerment enhances employees' role stress. Under high role stress, employees will experience emotional exhaustion, which will become more serious. It makes employees reduce out-of-role behaviors for the sake of resource conservation, which eventually leads to the inhibition of employees' innovative behaviors.#br#The results of this study, on the one hand, verify the inhibitory effect of leader excessive empowerment on employees' innovative behavior, and explore the dark side of the leaders' empowerment behaviors, expand the research on the antecedent variables of employee innovation behavior in the working environment, and enrich the research on the effectiveness of leader empowerment behaviors; on the other hand, this study integrates the resource conservation theory. By exploring the chain mediating effect of employee role stress and emotional exhaustion, this paper provides a complete path mechanism for leader excessive empowerment to create a burden on employees' innovative behavior, and has expanded and supplemented the theory of resource conservation. It also provides theoretical support and practical guidance for organizations to stimulate employees' innovative behavior and improve their innovative ability.#br#
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Received: 15 August 2021
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