How Does Supervisor Developmental Feedback Foster Employee Innovative Behavior? From The Perspective Of Employee

In21st century, the competition in comprehensive national strength isimportant，and technological innovation and breakthrough are the most importantones among them. Enterprise is the main body of scientific and technologicalinnovation, so, enhancing their innovation ability is of great significance. Asemployee innovative behavior is the foundation and source of enterprise innovation，how to stimulate their creativity and innovation behavior is a common concern bothin theory and practice. Leaders are the person who have the power of controllingorganization’s resources and opportunities， and they are the key of drivingemployees’ innovative behavior. So what kind of feedback using by leaders caninspire employees’ innovative behavior? Do employees’ individual psychologicaltraits work between leaders’ feedback and their innovative behavior? These issuesdeserve further study.Existing research discussing leaders’ influence on employee innovativebehavior almost commences from the leadership types, and less concerned about thespecific ways of leaders’ behavior; literatures related to leaders developmentalfeedback impacting employees’ innovative behavior is even little. In addition, mostexisting research is from the perspective of leaders, and research about leaderfeedback effectiveness is still rare. Firstly, this paper analyzes the influencingmechanism of supervisor developmental feedback on employee innovative behavior,as well as the effect of creative self-efficacy and chronic regulatory focus betweensupervisor developmental feedback and employee innovative behavior，and putsforward the research hypothesis. Secondly, the article takes an empirical research.The results show that supervisor developmental feedback has a positive effect onemployee innovation behavior；creative self-efficacy partly mediates the relationshipbetween supervisor developmental feedback and employee innovation behavior;chronic regulatory focus is positive to the relationship between supervisordevelopmental feedback and employee innovation behavior, namely, when the staff’schronic regulatory focus is more tending to chronic promotion focus, supervisordevelopmental feedback has a larger positive effect on employee innovationbehavior; chronic regulatory focus is positive to the relationship between employeecreative self-efficacy and their employee innovation behavior, namely, when the staff’s chronic regulatory focus is more tending to chronic promotion focus, creativeself-efficacy has a larger positive effect on their innovation behavior. Based on theresearch, we provide recommendation for the enterprises:(1) superiors should payattention to the developmental traits of their feedback to subordinates in the work;(2)regard the chronic regulatory focus as one of the evaluation index;(3) improve thematching degree between supervisor feedback types and employees’ individualpsychological traits;(4) improve the organizational management and enhance theemployees’ creative self-efficacy.This study not only expands and enriches the research system of existingleadership effectiveness, but also provides leaders a valid reference for effectivelydriving employee innovation behavior. And it is of great value and significance bothin theory and practice.