With the rising tide of scientific and technological revolution and industrial transformation, the innovation-driven digital economy is promoting the intelligent manufacturing and platform transformation of enterprises. It is necessary to keep exploration and innovation for further development in the complex and changeable competitive environment. The essence of enterprise innovation is the innovation of employees, which is inseparable from the self-breakthrough and reform of employees. As one of the important ways to help enterprises break the core rigidity of the organization and stimulate unexpected innovation or even subversive innovation, the employee deviant innovation is an important power source to improve the creativity and innovation of the organization. Therefore, it becomes particularly important of how to stimulate employee deviant innovation accurately and effectively. Platform leadership is a new leadership model that can provide grassroots employees with a platform for development. It can enhance the possibility of employee exploration breakthrough, which also is the key cause of stimulating employee deviant innovative behavior. It has an important impact on the reform and development of organizations and employees. So it is of great significance to explore the influence mechanism and boundary conditions of platform leadership on employee deviant innovation behavior.#br#This paper constructs a serial intermediary model of platforming leadership, independent self-construction, remodeling job and employee deviant innovation, and explores the dual path influencing mechanism of distributed leadership on employee deviant innovation behavior based on the self-consistency theory, self-determination theory and three-way interaction theory. It also analyzes the serial mediating role of independent self-construction and job crafting of all distributed leadership and employee deviant innovation and the moderating role of error management atmosphere. The data for this study were from 342 valid questionnaire obtained after online and offline surveys and return visits to the employees. The 342 valid questionnaires were empirically analyzed by SPSS22.0 and AMOS23.0 software. Firstly, descriptive statistical analysis, reliability and validity test, confirmatory factor analysis and correlation analysis were carried out to confirm that the samples were suitable for regression analysis. Then, the main effect, mediating effect and moderating effect of this study were tested by hierarchical regression. Finally, Bootstrap was used to test the serial mediation effect.#br#The results show that platform leadership positively drives employee deviant innovation behavior; independent self-construction and job crafting partially mediate the relationship between platform leadership and employee deviant innovation; independent self-construction can positively stimulate the behavior of employees' job crafting, and both independent self-construction and job crafting play a chain mediating role between platform leadership and employee deviant innovation; error management atmosphere positively moderated the relationship among platform leadership, independent self-construction, job crafting and employee deviant innovation. #br#To sum up, on the premise that innovation is fundamental to enterprise progress and development, this study constructs an integrated analytical framework. By integrating two mediating variables, independent self-construction and job crafting, it interprets the influence mechanism and process of platform leadership on employees' active changes from a new perspective. It improves the boundary conditions of distributed leadership influencing the mechanism of employees' active change behavior, expands and enriches the theories and researches of human resource management in the era of platform economy. In addition, this study also provides management inspiration for realizing the development of organizational platform by getting through in-depth interpretation of the characteristics and advantages of the new leadership style of platforming leadership, as well as its cognitive function, stimulation process and influence boundary on the formation of employee deviant behavior. Enterprises should speed up the construction of a platform-based organization to invite both managers and employees for employee develop together, encourage a tolerant atmosphere of mistakes in deviant innovation, provide employees with more training and introduce deviant innovation into the enterprise culture. Future research can expand the scope of sample selection to cover more geographical areas, so as to eliminate the possibility of accidental phenomena in local areas. It is suggested to have a follow-up survey to make the data more convincing. In addition, researchers can try to explore the influence mechanism of platform leadership on employee deviant innovation behavior from different perspectives, andthe possibility of more reasonable boundary conditions.#br#
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