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| Is Leaders' Idea Rejection Really Harmful to Employees' Innovation? The Role of Bootleg Innovation and Proving Goal Orientation |
| Xie Peng1,Wei Ye2,Ma Lu3 |
| (1.School of Business Administration, Jiangxi University of Finance and Economics, Nanchang 330032, China;2.School of Economics and Management, Guangxi University of Science and Technology, Liuzhou 545006, China;3.School of Management, Guangxi University for Nationalities, Nanning 530006, China) |
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Abstract As a common stressor in the process of employees' innovative practice, leaders' idea rejection will have an important impact on employees' emotions, cognition and behavior. In order to comprehensively examine the influence of leaders' idea rejection on employees' innovative activities, it is necessary to deeply explore how the leaders' idea rejection will affect employees' innovative performance. #br#At present, leaders' idea rejection, as a cutting-edge research topic, has attracted the attention of scholars, but only a few studies have explored the relationship between leaders' idea rejection and employee innovation, and most of the related studies have explored the negative side of leaders' creative rejection, but not its potential positive effects are not tapped. Following the cognitive appraisal theory of stress, this study creatively verifies the potential positive effect of leaders' idea rejection on employees' bootleg innovation, and on the other hand, reveals the positive mechanism of leaders' idea rejection on innovation performance through bootleg innovation. #br#Although some studies have explored some boundary conditions in the process of leaders' idea rejection to play its role, such as employees' retention intention, the research from the perspective of employees' proving goal orientation is rare. On the basis of the cognitive appraisal theory of stress, this study points out that employees will make different evaluations on the job stressor of leaders' idea rejection because of their own proving goal orientation level, which will affect the subsequent bootleg innovation. The study also answers the question of what kind of employees are more likely to make bootleg innovation after their ideas are rejected by leaders. #br#The research object is the employees of manufacturing enterprises in Guangdong, Guangxi, Guizhou and Zhejiang, and the data is collected by questionnaire. With 362 independent samples, this study examines if there are common methodological deviations by Harman single factor analysis and confirmatory factor analysis, makes descriptive statistics and correlation analysis of variables by SPSS22.0, and provides preliminary support for revealing the relationship between variables. The structural equation model of Mplus8.1 is used to examine the relationship between leaders' idea rejection and innovation performance, and the mediating effect of bootleg innovation is further verified by the bootstrap method, and the moderating effect of proving goal orientation is tested by hierarchical regression analysis by SPSS22.0. Finally, the adjusted mediating effect is tested by bootstrap repeated sampling. #br#The results show that, first of all, there is a significant positive correlation between the leaders' idea rejection and employees' bootleg innovation. Some employees will adopt unconventional innovation methods and strategies in order to continue to put their creativity into practice after being rejected by the leaders, and they dare to break through the shackles of the existing system to carry out bootleg innovation practice activities. Secondly, bootleg innovation mediates the relationship between leaders' idea rejection and employees' innovation performance. The leaders' idea rejection is an important influencing factor of employees' implementation of bootleg innovation. Under the influence of bootleg innovation, employees may invest extra time and energy to promote innovative practice activities and produce additional innovative products, thus ensuring innovation results and improving innovation performance. Finally, employees' proving goal orientation with an obvious achievement motivation tendency moderates the influence of leaders' idea rejection on bootleg innovation and employees' innovative performance, that is, under the effect of high proving goal orientation, employees' positive cognition and intrinsic motivation are more likely to have challenging cognitive evaluation on leaders' idea rejection, which will not only promote employees' bootleg innovation, but also help improve employees' innovative performance. #br#This paper not only provides a theoretical basis for studying the relationship between leaders' idea rejection and employees' innovation performance, but also provides guidance for the practice of leaders' idea rejection in organizational innovation management. The results suggest that leaders should keep a wait-and-see attitude towards employees' bootleg innovation activities after rejecting employees' creativity, and then decide whether to terminate the project after fully understanding and mastering employees' creativity and bootleg innovation projects, so as to maximize organizational resources to enhance organizational innovation ability and avoid the destruction of organizational innovation caused by leaders' idea rejection. In addition, managers should create an environment and atmosphere conducive to stimulating employees' proving goal orientation in the organization, and guide employees' proving goal orientation through active management strategies to empower employees to maximize their value.#br#
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Received: 15 May 2022
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