Does Leader Workaholism Promote or Inhibit Employees'Innovative Behavior?The Moderating Role of Employee Resilience
With the increasingly fierce competition in the workplace,leader workaholism has increasingly become a common phenomenon and a new research hotspot.Although previous studies have confirmed that leader workaholism has a positive or negative impact on employees'behaviors and attitudes,there is a lack of research on the impact of leader workaholism on employees'innovative behavior,and few studies have investigated both the positive and negative effects of leader workaholism simultaneously.Given the limitations of existing research,this study poses the following research questions:whether leader workaholism affects employees'innovative behavior,and if so,when does leader workaholism have a positive versus negative effect on employees'innovative behavior and why?To answer these research questions,this study draws upon transactional theory of stress,which suggests that when in-dividuals interact with the environment,they form challenge appraisals or threat appraisals and respond accordingly.Ac-cording to the transactional theory of stress,this study proposes that leader workaholism would have a double-edged sword effect on employees'innovative behavior through two distinct mediating variables,namely,employees'work engage-ment and employees'negative affect.In addition,this study also proposes that employee resilience would strengthen the positive indirect effect of leader workaholism on employees'subsequent innovative behavior via employees'work engage-ment and mitigate the negative indirect effect of leader workaholism on employees'subsequent innovative behavior via employees'negative affect.To test the above hypotheses,a multi-wave and multi-source questionnaire survey was conducted to collect sample data.The research totally invited 94 team leaders and their 320 subordinates from enterprises in South China to participate in the survey.In wave 1,employees were asked to fill out the questionnaire containing leader workaholism,employee re-silience and employee demographic variables.In wave 2(one month later),employees were invited to rate their work en-gagement and negative affect.In wave 3(one month later after wave 2),team leaders were invited to evaluate their subor-dinates'innovative behavior.After removing incomplete and unqualified data,this study finally obtained 221 valid employ-ee-supervisor dyadic data from 67 leaders and their 221 subordinates.Before testing hypotheses,SPSS 25.0 and Mplus 8.3 software were used to examine the discrimination validity and common method bias.Then,this study conducted the path analysis and Bootstrapping analysis through Mplus 8.3 to test all research hypotheses.The results showed that:(1)Leader workaholism enhances employees'work engagement,which has a subsequent positive effect on employees'innovative behavior;(2)Leader workaholism induces employees'negative affect,which in turn negatively influences employees'innovative behavior;(3)Employee resilience not only intensifies the positive rela-tionship between leader workaholism and employees'work engagement,but also intensifies the indirect effects of leader workaholism on employees'innovative behavior via employees'work engagement;(4)Employee resilience not only miti-gates the positive relationship between leader workaholism and employees'negative affect,but also mitigates the indirect effects of leader workaholism on employees'innovative behavior via employees'negative affect.
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