The Double-edged Sword Effect Of Empowered Leadership On Employees’ Innovative Behavior

In the era of digital economy,global factor resources are reshaped,consumer demand is rapidly changing,and products are rapidly changing rapidly.At the same time,due to the impact of the global COVID-19,global economy is into a downturn.Demand contraction,supply shock,expectations turn weak,more intensified the competition between enterprises.At the beginning of the 14 th five year plan,If we do not advance,we will retreat,and if we do not innovate,we will retreat.Innovation has been at the core of China’s modernization.The innovation ability of enterprises is crucial.And,as an important part of the enterprise,employees’ innovation behavior is very important,because it constitutes the basis of the enterprise’s innovation ability.Scholars’ earlier research on what factors affect employees’ innovation behavior mostly focused on employees’ personal characteristics.However,with the deepening of research,researchers no longer focus on the study of personal characteristics,but began to study the organizational system and leadership behavior.In recent years,Among them,the research on the factor of leadership behavior has attracted more attention of researchersAt the same time,enterprises are gradually transforming from the original pyramid structure to a more efficient flat structure,which can more effectively deal with today’s uncertain and unstable market environment.Employees have a growing impact on the enterprise.For today’s market environment and organizational structure,traditional leadership methods such as command and control gradually lose their unique advantages,while the advantages of authorized leadership are becoming obvious.In the research of leadership behavior,there are more and more researches on authorized leadership.Delegating leadership was once considered as a positive way of leadership.Many researchers have found that delegating leadership has a positive impact on employees’ work.However,with the continuous development and deepening of the research on leadership behavior,many researchers have found that positive leadership may also have negative aspects,and authorized leadership is no exception.The use of double-edged sword effect model of leadership behavior is a common way to solve this problem.Based on this,this study considers the positive and negative effects of authorized leadership at the same time,and establishes a double-edged sword model.In the selection of intermediary variables,considering the increasingly important position of employees in the organization,and based on previous studies,select the variables related to employees’ psychological perception,organizational support and role pressure.Based on resource conservation theory and social exchange theory,this paper constructs a double intermediary model of "authorized leadership role pressure / sense of organizational support employee innovation behavior",takes the sense of organizational support as the promotion mechanism and role pressure as the inhibition mechanism,discusses the double-edged sword effect of authorized leadership on subordinate innovation behavior from both positive and negative aspects,and further clarifies the impact of authorized leadership on employee innovation behavior.This paper mainly collected questionnaires through online distribution,and 308 valid questionnaires were collected.By processing and analyzing the questionnaire samples,the theoretical model and hypotheses of this paper were tested,and the following conclusions were drawn :(1)Empowering leadership has a significant positive influence on employees’ innovative behavior in general.(2)Empowering leaders promotes employees’ innovative behaviors by enhancing employees ’ perceived organizational support.(3)Empowering leadership can also enhance employees’ role stress,which can impair employees ’ innovative behavior.The following management insights were obtained.(1)Pay attention to the role of empowering leadership in enhancing employees ’ innovative behaviors.(2)Pay attention to the possible negative effects of empowering leadership.(3)Employees should actively seek work resources in the face of empowering leadership.