The Influence of Authority Leadership on Employee Innovation Behavior: A Mediator Model of Double Adjustment
Zheyuan Zhang, Lu Ma
Available Online March 2018.
- https://doi.org/10.2991/emehss-18.2018.50How to use a DOI?
- Authoritarian Leadership, Leadership-Member Exchange, Leadership Approval, Innovation Self-Efficacy, Employee Innovation Behavior.
- Based on the viewpoints of social cognition and social exchange and cognitive theory, this paper studies the influence of authoritarian leadership on employee innovation behavior based on the practice of enterprise management, and establishes an intermediary model with two-stage adjustment, that is, the exchange of leaders and members and the innovation of self-Effectiveness at Different Stages Adjusting Authoritarian Leadership Through the role model of leadership identity that influences employee innovative behavior, we explore internal mechanisms and boundary conditions that might lead authoritarian leaders to exert their positive effects. This article provides a brand-new research idea for China's unique authoritarian leadership style, presents a unique framework and concept for the management theory in the context of our organization, and provides a completely new understanding of the authoritarian leadership and its impact on employees Inspiration, the relevant business management practices provide some useful reference.
- Open Access
- This is an open access article distributed under the CC BY-NC license.
Cite this article
TY - CONF AU - Zheyuan Zhang AU - Lu Ma PY - 2018/03 DA - 2018/03 TI - The Influence of Authority Leadership on Employee Innovation Behavior: A Mediator Model of Double Adjustment BT - 2nd International Conference on Economics and Management, Education, Humanities and Social Sciences (EMEHSS 2018) PB - Atlantis Press SP - 244 EP - 247 SN - 2352-5398 UR - https://doi.org/10.2991/emehss-18.2018.50 DO - https://doi.org/10.2991/emehss-18.2018.50 ID - Zhang2018/03 ER -