Skip to main page content
U.S. flag

An official website of the United States government

Dot gov

The .gov means it’s official.
Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you’re on a federal government site.

Https

The site is secure.
The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

Access keys NCBI Homepage MyNCBI Homepage Main Content Main Navigation
. 2022 Aug 23:13:945598.
doi: 10.3389/fpsyg.2022.945598. eCollection 2022.

Influence of differential leadership behavior on employees' deviant innovation: Based on dual perspectives of insider and outsider subordinates

Jie Lu  1 , Linrong Zhang  2 , Mengyun Wu  2 , Muhammad Imran  3 , Qi He  2 , Yun Zhao  4
Affiliations

Influence of differential leadership behavior on employees' deviant innovation: Based on dual perspectives of insider and outsider subordinates

Jie Lu et al. Front Psychol. .

Abstract

Differential leadership as a localized leadership style gradually developed on the basis of the Pattern of Differential Sequence. It plays a dual role in stimulating "insider subordinates" and "outsider subordinates" through the dynamic transformation of the roles. Using the process of game reasoning, the study identifies the differing principles used by insider subordinates and outsider subordinates in implementing deviant innovative behaviors. The simulation graph presents the perceived benefits of employees performing or not performing deviant innovative behaviors as clues during the reasoning process, and implements deviant innovative behaviors for the high risk-taking trait of insider subordinates and the high internal control personality of outsider subordinates who implement deviant innovation. The theoretical derivation of behavior provides relevant references, and provides counter measures for effectively promoting employees' deviant innovative behavior in the context of differential leadership.

Keywords: Game Theory; deviant innovation behavior; differential leadership; insider subordinates; outsider subordinates.

PubMed Disclaimer

Conflict of interest statement

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

Figures

FIGURE 1
FIGURE 1
Deviant innovative behaviors and perceived benefits of high risk-taking traits of “insider subordinates.”
FIGURE 2
FIGURE 2
Differential leadership and the psychological capital of “insider subordinates.”
FIGURE 3
FIGURE 3
Deviant innovative behaviors and perceived benefits of low risk-taking traits of “insider subordinates.”
FIGURE 4
FIGURE 4
Psychological capital, perceived benefits and deviant innovation behavior (high risk-taking traits).
FIGURE 5
FIGURE 5
Psychological capital, perceived benefit, and deviant innovative behavior (low risk-taking trait).
FIGURE 6
FIGURE 6
Differential leadership and the psychological capital of “subordinates outside the circle.”
FIGURE 7
FIGURE 7
Deviant innovative behaviors and perceived benefits of “outsiders’ subordinates” with high internal control personality.
FIGURE 8
FIGURE 8
Deviant innovative behaviors and perceived benefits of “outsiders’ subordinates” with low internal control personality.
FIGURE 9
FIGURE 9
Psychological capital, perceived benefits and deviant innovative behavior (high internal control personality).
FIGURE 10
FIGURE 10
Psychological capital, perceived benefits and deviant innovative behavior (low internal control personality).
See this image and copyright information in PMC

Similar articles

See all similar articles

Cited by

References

    1. Criscuolo P., Wal A., Salter A. (2015). Going underground: Bootlegging and individual innovative performance. Oper. Res. 55 465–468.
    1. Fu B., Peng J., Chen Z. (2021). Research on the formation and prevention of unethical behaviors of pro-leaders from the perspective of Chinese “newspaper” culture. J. Manage. 18 1629–1639.
    1. Gao L., Wang L. (2013). Are selfish leadership styles effective? - Analysis and theoretical extension of cultural adaptability based on differential leadership. Econ. Manage. 35 183–194.
    1. Gao Q., Xu J., Tao Z., Liu L., Wu C. (2020). Exploration and analysis on the psychological capital of entrepreneurship and the deviant innovation behavior of employees. Front. Psychol. 11:1880. 10.3389/fpsyg.2020.01880 - DOI - PMC - PubMed
    1. Guan T., Yan J. (2021). “Injustice in a bowl of water”: A study on leaders’ tolerance for differences, workplace jealousy and their consequences. Bus. Econ. Manage. 11 34–46.

LinkOut - more resources