The Influence Of Authentic Leadership On Constructive Deviant Behavior Of Employees:the Chain Mediating Effect Of Perceived Organizational Support And Perceived Innovation Self-efficacy

In today’s unpredictable era,China’s economy can still maintain a leading position in the world,which is inseparable from the development of science and technology and technological innovation,such as new energy technology,3D printing technology,artificial intelligence,etc.,which constantly refresh people’s understanding of science and technology.To continuously explore the frontiers of science and technology and develop advanced technologies,we need to take scientific and technological innovation as the driving force of development,rather than just going round and round with conventional operations.At the same time of scientific and technological innovation,it is inevitable to break through the existing rules and patterns for renewal and reorganization.We call constructive deviant behavior that breaks organizational norms but originally aims to benefit the organization and promote organizational innovation.As the leader of the team,the leader will have an impact on what employees say and do.Based on social learning theory and cognitive-affective system theory,the research is carried out from a bilateral perspective.The employees learn and imitate with the leader as an excellent model,and the leader adjusts his words and deeds appropriately from the feedback of the employees,gradually constructing a real interactive cycle.Furthermore,the social exchange theory and resource conservation theory are used as theoretical supports,and organizational support and innovative self-efficacy are added as mediating variables to complete the research model,and the mechanism of action among the four variables is explored.In this study,a questionnaire survey was conducted on 337 practitioners in the Internet industry,and statistical software such as SPSS25.0 and AOS26.0 were used to statistically analyze the questionnaire,and the final results were as follows:（1）There were differences in demographic variables in the constructive deviant behavior of employees.There are no significant differences in gender or years of service.There are significant differences in age and educational attainment.Employees between the ages of 31 and 40 are more likely to engage in constructive deviance in violation of the organization’s formal norms;employees with bachelor’s degrees are more likely to engage in constructive deviance,both formal and informal.（2）The real leader positively predicts the constructive deviant behavior of employees;（3）The sense of organizational support has an intermediary role between the real leader and the constructive deviant behavior of the employee;（4）The sense of innovation self-efficacy has the intermediary role between the real leader and the constructive deviant behavior of the employee;（5）The sense of organizational support and the sense of innovative self-efficacy have a chain-based intermediary role between the real leader and the constructive deviant behavior of the employee.To a certain extent,this study enriches the mechanism of real leaders’ constructive deviant behavior of employees,and the results of the research have certain reference and reference value for how real leaders can enhance employees’ organizational support perception,enhance employees’ evaluation of innovative self-efficacy,and stimulate the emergence of constructive deviant behavior of employees in enterprise management.Specifically,employees should maintain a clear understanding of themselves,observe the words and deeds of leaders while imitating learning,and constantly feedback;leaders should pay attention to the guidance and training of employees in addition to leading by example,and rationally look at the constructive deviant behavior of employees;the organization should also form its own corporate style while managing,and position the value of its own enterprise.