Research On The Effect Of Differential Leadership On Employees’ Deviant Innovation Behavior In The Family Business

In the economic environment of rapid technological development and increasingly drastic changes,employees are facing more paradoxes of standardization and autonomy in the innovation management.The phenomenon of taking innovation as the original intention and privately practicing creative schemes that are not recognized and supported by leaders will become more frequent to a certain extent.Typical family racial plot of the Chinese nation is integrated with the contemporary organizational structure,which has sprouted the family business and its prominent characteristics of differential leadership,and its segmentation attitude towards employees will have an alienated impact on employees’ cognition and emotion as an important workplace factor.So is it possible to predict their deviant innovation behavior? Based on the dual perspectives of “insiders” and “outsiders”,this research intended to discuss the incentive mechanism of differential leadership of family enterprises on employees’ deviant innovation behavior,and form two parallel models by the means of psychological entitlement and risk-taking propensity of “insiders”,as well as relative deprivation and internal-control personality of “outsiders”,to explain the relationship between differential leadership and employees’ deviant innovation behavior.Theoretical deduction and empirical results showed the influence process of differential leadership of family enterprises on employees’ deviant innovation behavior from the perspectives of “insiders” and “outsiders”,which has practical value for recognizing the occurrence principle of employees’ deviant innovation behavior and guiding leaders to achieve management objectives.Concrete framework of this research is as follows: First,on the basis of an overview of the practical and theoretical background,emphasize the purpose and significance of the research,systematically summarize the literature sources of differential leadership,psychological entitlement,relative deprivation,deviant innovation behavior,risk-taking propensity,internal-control personality,and their correlation,then provide research ideas and schemes,as well as show the research structure and framework,finally make an interpretation of research innovation;Second,the construction of the core variables described in the research topic is revealed,then information processing theory,social exchange theory,expected utility theory,social comparison theory,and achievement motivation theory are elaborated independently;Third,based on the relevant theoretical basis and literature review,understand the role distinction between “insiders” and “outsiders”,as well as its influence path on employees’ deviant innovation behavior,then put forward research framework and theoretical hypothesis;Fourth,design process of the initial scale,as well as project analysis and exploratory factor analysis through pre-survey are introduced and interpreted,then scale tools that can be applied to the formal survey are finally formed;Fifth,269 valid samples of “insiders” and 282 valid samples of“outsiders” were collected through the formal survey,and all the assumptions are verified by data,indicating that the theoretical model of the impact of differential leadership on the deviant innovation behavior of “insiders” and “outsiders” are established;Sixth,evolutionary game is used to infer the different principles of“insiders” and “outsiders” deviant innovation behavior,and subsequent simulation analysis set employees’ perceived benefits during reasoning process as a clue,demonstrating social exchange theory of the “insiders” model and social comparison theory of the “outsiders” model,also responding to expected utility theory of the“insiders” model and achievement motivation theory of the “outsider” model.Research conclusions that can be obtained through above analysis process are as follows: First,based on social exchange theory and expected utility theory,a theoretical framework for differential leadership affecting employees’ deviant innovation behavior from the perspective of “insiders” has been constructed,a moderated mediation model was established through differential leadership,psychological entitlement,employees’ deviant innovation behavior,and risk-taking propensity,which systematically explains the related issues that differential leadership positively affects “insiders” deviant innovation behavior;Second,based on social comparison theory and achievement motivation theory,a theoretical framework for differential leadership affecting employees’ deviant innovation behavior from the perspective of “outsiders” has been constructed,a moderated mediation model was established through differential leadership,relative deprivation,employees’ deviant innovation behavior,and risk-taking propensity,which systematically explains the related issues that differential leadership positively affects “outsiders” deviant innovation behavior.Research conclusions analyzed the cognitive judgments of“insiders” and “outsiders” on differential leadership’s favoritism treatment and viciousness treatment that affect the mediating mechanism and boundary requirements of their deviant innovation behavior,indicating that the interpretation of the parallel perspectives of the inherent discipline of differential leadership affecting employees’ deviant innovation behavior is comparable,which not only broadens the discussion of the antecedents of employees’ deviant innovation behavior,but also enriches the result exploration of differential leadership.Therefore,the practical enlightenment of this research lies in: First,understand the compositional principles and positive effects of differential leadership in the local context of family business in China,and provide thoughts and references for guiding the organization’s practice to rationally adjust leadership methods and improve management efficiency,and guide the leaders’ thinking mode and management decision-making to meet the objective needs of the sustainable development of the organization;Second,correctly understand the potential of innovation hidden in employee’s psychological entitlement and relative deprivation,and scientifically guide “insiders” to improve professional skills rather than purely consider problems from the perspective of short-term benefits,and encourage “outsiders” to change the current disadvantaged situation by enhancing their own value ability;Third,use personality traits as an assessment standard and evaluate strategic needs and position types,and select employees that meet the current development needs of the organization to configure them in the suitable position,cleverly use the talent policy to escort employment efficiency and organizational operation;Fourth,leaders should respect employees’ deviant innovation behavior without triggering confusion and give them a relatively tolerant attitude,and it is also necessary to improve the organizational innovation management model through appropriate intervention or behavior feedback without rashly restricting deviant innovation behavior,and positively guide the innovation vitality of employees to meet the needs of organizational innovation.Of course,also explained the shortcomings of the current research and the room for improvement,hoping to make development suggestions for follow-up research.