Research on the Relationship between Shared Leadership and Employee's Deviant Innovation Behavior

Xinyi Chen; Lu Ma

doi:10.54097/rvr47m60

Authors

Xinyi Chen
Lu Ma

DOI:

https://doi.org/10.54097/rvr47m60

Keywords:

Shared Leadership, Deviant Innovation Behavior, Social Cognitive Theory, Conservation of Resources Theory

Abstract

Based on social cognitive theory and conservation of resources theory, this paper explores the relationship between shared leadership and employee's deviant innovation behavior. In the context of organizations seeking breakthrough innovation, shared leadership, as an empowerment-oriented leadership model, requires an in-depth investigation into its influence mechanism on employees' unconventional and informal innovation behaviors. Social cognitive theory emphasizes that individual behavior is shaped by environmental observation and self-efficacy, while conservation of resources theory points out that individuals actively acquire, maintain, and invest valuable resources to achieve their goals. This study argues that shared leadership, as a key environmental resource and empowering context, affects employees' willingness and likelihood to engage in deviant innovation behavior by enhancing their innovative self-efficacy and providing rich structural and social resources.

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