The Influence of Leadership Bottom-Line Mentality on Employees'Constructive Deviance
Constructive deviance among employees is an out of role behavior that is conducive to organizational change and innovation,and has increasingly attracted attention from academia and management in recent years.This study is based on resource conservation theory and cognitive processing theory,exploring the mechanism and boundary conditions of the impact of leadership bottom line mentality on employees'constructive deviance.The analysis of 269 employee questionnaire data shows that the bottom line mentality of leadership has a significant negative impact on employees'constructive deviance;The organizational error aversion atmosphere plays a partial mediating role between the leadership's bottom line mentality and employees'constructive deviance;The role breadth self-efficacy of employees can weaken the negative impact of leadership bottom line mentality and organizational error aversion atmosphere on their constructive deviance.The research results expand the inhibitory antecedent variables of employee constructive deviance,and have practical significance for organizations to protect employee creativity and initiative.
bottom line mentalityconstructive devianceerror aversion atmosphererole breadth self-efficacy
国家科技期刊平台
NSTL
万方数据
