Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety

Frontiers in Psychology

article

Liangcan Liu¹  Zhitao Wan¹  Li Wang² 

[1] School of Business Administration, Guizhou University of Finance and Economics;School of Economics and Finance, Guizhou University of Commerce

关键词: Self-serving leadership;    team psychological safety;    Workplace anxiety;    Employee innovation behavior;    Cross-level;   

DOI  :  10.3389/fpsyg.2022.1069022

学科分类：社会科学、人文和艺术（综合）

来源: Frontiers

【 摘 要 】

Employee innovative behavior is significant in maintaining an organization’s sustainable development. This research explored the impact of team psychological safety and workplace anxiety in the association self-serving leadership with employee innovation behavior by synthesizing the social information processing theory, conservation of resources theory, and ego depletion theory. We conducted a hierarchical linear model analysis using three-wave paired data collected from 86 leaders and 392 employees. The research results show that self-serving leadership is negatively correlated with Employee innovation behavior. meanwhile, team psychological safety and workplace anxiety mediated this relationship;. In addition, team psychological safety alleviates the impact of workplace anxiety on employee innovation behavior and the indirect impact of self-serving leadership on employee innovation behavior via workplace anxiety. these findings have a number of theoretical and practical implications in the domains of self-serving leadership and employee innovation behavior.

【 授权许可】

CC BY