ArticleFrontiers in psychology2021
Cross-Level Influence of Empowering Leadership on Constructive Deviance: The Different Roles of Organization-Based Self-Esteem and Traditionality.
Article in Frontiers in psychology, 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 6 papers.
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6 citing papers in PubMed.
- Unraveling the effect of differential leadership on employee performance: Evidence from China.Frontiers in psychology · 2023Article
- Empowering leadership during the COVID-19 outbreak: Implications for work satisfaction and effectiveness in organizational teams.Frontiers in psychology · 2023Article
- The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict.Frontiers in psychology · 2022Article
- A cross-level study of the relationship between ethical leadership and employee constructive deviance: Effects of moral self-efficacy and psychological safety climate.Frontiers in psychology · 2022Article
- The Impact of Empowering Leadership on Employee Improvisation: Roles of Challenge-Hindrance Stress and Psychological Availability.Psychology research and behavior management · 2022Article
- Promotion mechanism of high-involvement human resource management practices to employees' bootlegging: A moderated mediation model.Frontiers in psychology · 2022Article
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Abstract
At present, scholars have mainly focused on the individual-level influencing factors of constructive deviance, and few studies have concerned the motivating mechanism of empowering leadership on constructive deviance. Based on the conservation of resources theory, this study explored the cross-level influence of empowering leadership on constructive deviance in the Chinese cultural context. With the data of 85 leaders and 383 paired employees which were collected in two waves with one-month time lag, the results demonstrated that empowering leadership motivated employees to actively implement constructive deviance, and that organization-based self-esteem played a mediating role in the relationship. The high traditionality of employees weakened not only the positive effect of organization-based self-esteem on constructive deviance, but also the mediating role of organization-based self-esteem. This study lays a theoretical basis and provides some practical guidance for leaders to take effective empowerment strategies to motivate employees to engage in constructive deviance.
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