Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety
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 info...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2023-01-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.1069022/full |
| _version_ | 1797954423791550464 |
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| author | Liangcan Liu Zhitao Wan Li Wang |
| author_facet | Liangcan Liu Zhitao Wan Li Wang |
| author_sort | Liangcan Liu |
| collection | DOAJ |
| description | 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 via workplace anxiety. These findings have a number of theoretical and practical implications in the domains of self-serving leadership and employee innovation behavior. |
| first_indexed | 2024-04-10T23:18:20Z |
| format | Article |
| id | doaj.art-052efe35806146d6b9062d22f539ae06 |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-04-10T23:18:20Z |
| publishDate | 2023-01-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-052efe35806146d6b9062d22f539ae062023-01-12T17:33:00ZengFrontiers Media S.A.Frontiers in Psychology1664-10782023-01-011310.3389/fpsyg.2022.10690221069022Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safetyLiangcan Liu0Zhitao Wan1Li Wang2School of Business Administration, Guizhou University of Finance and Economics, Guiyang, ChinaSchool of Business Administration, Guizhou University of Finance and Economics, Guiyang, ChinaSchool of Economics and Finance, Guizhou University of Commerce, Guiyang, ChinaEmployee 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 via workplace anxiety. These findings have a number of theoretical and practical implications in the domains of self-serving leadership and employee innovation behavior.https://www.frontiersin.org/articles/10.3389/fpsyg.2022.1069022/fullself-serving leadershipteam psychological safetyworkplace anxietyemployee innovation behaviorcross-level |
| spellingShingle | Liangcan Liu Zhitao Wan Li Wang 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 self-serving leadership team psychological safety workplace anxiety employee innovation behavior cross-level |
| title | Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety |
| title_full | Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety |
| title_fullStr | Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety |
| title_full_unstemmed | Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety |
| title_short | Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety |
| title_sort | cross level research on the impact of self serving leadership on employee innovation behavior the roles of workplace anxiety and team psychological safety |
| topic | self-serving leadership team psychological safety workplace anxiety employee innovation behavior cross-level |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.1069022/full |
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