ArticleFrontiers in psychology2022
Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety.
Article in Frontiers in psychology, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.
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Who cites it
3 citing papers in PubMed, 10 citations in OpenAlex.
- How and when servant leadership affect public employees' innovative behavior.Scientific reports · 2025Article
- Job insecurity, psychological safety, work alienation, and anxiety in the hotel industry: a moderated-mediated analyses.Frontiers in psychology · 2025Article
- A Self-Categorization Perspective of Idiosyncratic Deals and Creativity: Mediating Role of Perceived Insider Status and Moderating Role of Psychological Safety.Psychology research and behavior management · 2024Article
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Authors and funding
3 authors at 1 institution in 1 country.
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Abstract
Employee innovative behavior is significant in maintaining an organization's sustainable development. This study explored the impact of team psychological safety and workplace anxiety on the association between self-serving leadership and employee innovation behavior by synthesizing 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 showed 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 mitigates the impact of workplace anxiety on employee innovation behavior and the indirect impact of self-serving leadership on employee innovation behavior
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