| In order to better seize the market opportunities to avoid being eliminated by the market,enterprises need to constantly innovate.As the main force of enterprise innovation,employees are the main source of enterprise innovation.In this situation,how to stimulate and promote employee innovation has become the focus of attention in the academic and practical fields in recent years,especially in the influential factors and mechanism of employee innovation behavior.As leadership style is one of the most important factor affecting employee innovation behavior,it has become the main object of study among scholars.One of them is authoritarian leadership,which is pervasive in Chinese Enterprises.Most of the existing studies have studied authoritarian leadership as a single dimensional variable to study its effects on individuals and teams,but relevant studies have not reached consistent conclusions.In addition,Cheng et al found that according to the difference of control focus,authoritarian leadership can be further divided into the control of people and the control of things.The former is called juan-chian leadership,the latter is called shang-yan leadership,and both will produce different effects,which may explain the reasons for the inconsistency of the authoritarian leadership conclusion.Furthermore,with the rise of local management,more and more organizational researchers advocate to explore the phenomenon of Chinese enterprise organization based on Chinese cultural context.Based on this,this paper discusses whether dual authority leadership can have different effects on employee innovative behavior and its internal mechanism,which not only has very important theoretical significance,but also has far-reaching practical significance.On the basis of reviewing the previous literatures,this study,based on the power approach/inhibition theory,puts forward the research hypothesis and the corresponding conceptual model diagram from the perspective of power perception.Then,the mature questionnaires both at home and abroad were selected to form the formal questionnaire;A total of 233 valid sample data were collected from a heavy equipment manufacturer in Shenyang.Based on the statistical analysis of sample characteristics,reliability and validity analysis,common method variance test,descriptive statistics analysis of variables by using SPSS 20.0,Amos 21.0 and Mplus 7.0,it mainly uses hierarchical regression analysis and bootstrapping to test the main effects,the moderation role of leader-member exchange(LMX)and the mediating effects of sense of power.The results showed that:Juan-chian leadership had a significant negative effect on employee innovation behavior,but shang-yan leadership had a significant positive impact on Employee Innovative behavior,and both were perceived through the power transmission,thereby affecting employee innovation behavior;LMX significantly moderated the negative relationships between juan-chian leadership and the sense of power as well as employee innovation behavior such that they are stronger for employees high rather than low in LMX,and significantly moderated the positive relationships between shang-yan leadership and the sense of power as well as employee innovation behavior such that they are stronger for employees high rather than low in LMX;The sense of power partially mediated the interactive effects of juan-chian leadership and LMX on employee innovation behavior,and fully mediated the interactive effects of shang-yan leadership and LMX on employee innovative behavior.The innovation points are:firstly,previous studies have mostly regarded authoritarian leadership as a single dimension negative leadership,but the conclusions of the current study on its effectiveness are inconsistent,which suggests that earlier views about authoritarian leadership were not comprehensive.Based on the two-dimensional model of authoritarian leadership,this study expects to explore the positive aspect of authoritarian leadership by exploring the validity of its two dimensions.Thus,the answers to inconsistent conclusions about the effectiveness of authoritarian leadership in existing studies can be unravel.Secondly,it is different from the previous research on the perspective of psychological empowerment and organizational climate for innovation.Based on the theory of power approach/inhibition,this study illustrates the influence of dual authority leadership on employee innovation behavior from the perspective of sense of power,which not only makes up the gap of previous research,but also deepens the understanding of the mechanism of authoritarian leadership.Thirdly,Previous studies have used leader member exchange as a mediating variable to explain the mechanism of authoritarian leadership.However,this study regards LMX as a moderator variable that can affect the validity of the two-dimension of authoritarian leadership,which not only enhances the situational features of this study,but also makes up for the deficiency of the effect of the dyad relationship between leadership and subordinates on the effectiveness of leadership behavior. |
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