| Under the “New Normal” background of economic development trend,China has stepped into a complicated period when double drive of production factors and investments are transformed into innovation drive.In order to cultivate new power for innovative development and boost new energy for economic development,the central committee and government has successively proposed several strategies,for instance,encouraging mass entrepreneurship and innovation,Made in China 2025,development driven by innovation,building global innovation center cities and promoting entrepreneurship.As the primary part and power in the national innovative system,enterprises must shoulder the important responsibility and mission to innovate.However,innovation in enterprises should take advantage of internal resources and management to cultivate,stimulate and shape employees' innovative behaviors.Among the factors,leadership plays an important and indispensable role in influencing and shaping employees' innovative or creative behaviors.Therefore,exploring the effect of relationship between leaders and subordinates on employees' innovative behavior has crucial theoretical and practical meaning.Moreover,in order to unveil the black box containing the relation between leader-member exchange and innovative behavior,the research introduces psychological cognition(psychological empowerment)and cultural values(power distance)to investigate the internal mechanism(mediating effect)and boundary condition embedded in the relationship between leader-member exchange and innovative behavior of employees.This paragraph is the generalization and summarization of the elementary research content,process and points.Chapter 1 introduces the macro and micro background of innovation,the main questions need to answer,possible theoretical contribution and practical value,the major subjects need to achieve and the main contents must be completed,the thinking path to take and the methods to use,and the possible academic originalities.Chapter 2 is the literature overview on the key concepts including leader-member exchange,employee innovative behavior,psychological empowerment and power distance.Chapter 3 is the research design that proposes the 5 hypotheses.Hypothesis 1: leader-member exchange is negatively related with employee innovative behavior;Hypothesis 2: is leader-member exchange is positively related with psychological empowerment;Hypothesis 3: psychological empowerment is positively related with employee innovative behavior;Hypothesis 4: psychological empowerment mediates the relationship between leader-member exchange and employee innovative behavior;Hypothesis 5: power distance moderates the relationship between psychological empowerment and employee innovative behavior.Additionally,this chapter also illustrates the measurement scales and the data collection.Chapter 4 is the empirical analysis and hypothesis test including five sections.First,the sample data is non-normal distribution.Second,confirmatory factor analyses and model modification indices indicate that all the measurement models have eligible and ideal factor loadings and fit indices,the reliability and validity of the measurement scales meet the requirements.Thirdly,the path analysis of structural equation model figures out leader-member exchange has a negative effect on employee innovative behavior,which demonstrates the hypothesis 1;leader-member exchange has a positive effect on psychological empowerment,which supports the hypothesis 2;psychological empowerment has a positive effect on employee innovative behavior,which validates the hypothesis 3.Fourthly,bootstrap analysis discoveries that psychological empowerment has a significant mediating effect on leader-member exchange and employee innovative behavior,which testifies the hypothesis 4.Fifthly,the interaction of psychological empowerment and power distance has a negative effect on employee innovative behavior,which verifies the hypothesis 5.Chapter 5 summarizes and discusses the empirical results and the theoretical and practical implications behind the results.5 suggestions put forward for innovation management in enterprises.First,according to the negative relationship between leader-member exchange and innovative behavior,the exchange between leaders and subordinates should be established in the orientation of innovation to decrease the negative impact.Second,improve the quality of leader-member exchange to enhance the psychological empowerment of employees.Thirdly,strengthen employees' cognition of meanings,self-efficacy,determination and impact in the process of work to provide better psychological environment for innovative behavior.Fourthly,leaders should take advantage of psychological empowerment to promote the innovative behaviors of employees.Fifthly,pour psychological empowerment into employees who have lower power distance.In summary,based on the data sample of effective questionnaires collected from 222 respondents who work in enterprises,the research makes use of confirmatory analysis,reliability and validity analysis,structural equation model and bootstrap to examine the measurement models and theoretical hypotheses,empirical results reveal that leader-member exchange has negative effect on innovative behavior and positive effect on psychological empowerment;psychological empowerment has positive effect on innovative behavior;psychological empowerment mediates the relationship between leader-member exchange and innovative behavior;power distance negatively moderates the relationship between psychological empowerment and innovative behavior,that is,the positive effect of psychological empowerment on innovative behavior will be weakened when the power distance is higher and be strengthened when the power distance is lower.The implications of the empirical discoveries have a far-reaching influence on the theoretical and practical development of innovation management in enterprises. |
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