Research On The Influence Of Paradoxical Leadership On Employee Constructive Deviance Behavior

With the development of the Internet,both international forms and domestic markets are experiencing rapid changes.The vast amount of information and knowledge is making every company face unprecedented competition and challenges,and companies must innovate and change in order to maintain their advantage and position.In the past,most studies have shown that employees’ deviance behavior in the workplace is harmful to the organization,and managers have always believed that employees should be regulated so that they reduce,or even eliminate this behavior.However,as more research has been conducted in recent years,more and more scholars have come to realize that deviance behavior does not always result in bad outcomes,and that there are many employees who engage in deviance behavior for pro-social motives,which are generally referred to as constructive deviance behavior.Constructive deviance behavior coincides with the competition that companies face.Such behavior itself can break through the organization’s anachronistic norms and bring a different kind of metamorphosis to the organization and to the company.It may even contribute to the organization’s rebirth.The connotations,dimensions,antecedent variables and outcome variables surrounding constructive deviance behavior have been explored in great depth by scholars.Leaders,as important dominant players in the workplace,are influenced by their style and behavior in dealing with employees’ individual and group behaviors.The complex environment and diverse demands faced by organizations also make leaders live with various forms of paradoxes.In order to be able to deal with paradoxes in organizations and keep them in a new balance,leaders need to learn to meet both the needs of the organization and the needs of their employees,which requires them to develop their paradoxical thinking and to develop a paradoxical leadership style.Constructive deviance behavior,as an inherent paradox,is both an extra-role behavior and at the same time,one that brings well-being to the organization,and is a good fit with paradoxical leadership.However,less research has been conducted on the relationship between the two,so this study attempts to explore the mechanisms by which paradoxical leadership influences employees’ constructive transgressive behaviors.This study uses self-determination theory as a basis to explore whether paradoxical leadership can have an impact on employees’ constructive deviance behavior and whether employees’ thriving at work plays a mediating role in this.Based on the data of 583 samples,this study used Amos 21.0 and SPSS 22.0 statistical software to analyze the data and concluded that(1)Paradoxical leadership has a positive effect on employees’ constructive deviance behavior;(2)Employees’ thriving at work plays a partially mediating role in the influence of paradoxical leadership on their constructive deviance behavior;(3)Proactive personality positively moderates paradoxical leadership on employees’ thriving at work;(4)Proactive personality positively mediates the mediating role of employees’ thriving at work.This study verifies that paradoxical leadership not only positively influences employees’ constructive deviance behavior,but also has an impact on constructive deviance behavior by influencing employees’ thriving at work,and verifies the boundary conditions.It not only enriches the research of related theories,but also gives suggestions in practical organizational management.As leaders,managers should develop paradoxical thinking,dialectically view the existence and occurrence of constructive deviance behavior in organizations,and appropriately guide employees so that they can better enhance organizational well-being.