Research On The Influence Mechanism Of Coaching Leadership On Employees’ Deviant Innovative Behaviors

Innovation is the eternal driving force of enterprise development.How to attract and cultivate innovative talents and how to stimulate employees’ innovative behaviors have become urgent problems for enterprises to solve.However,employees may be constrained by organizational resources or systems in the process of innovation,and their innovative behaviors cannot be recognized and supported by organizations and leaders.Due to their persistence in their own innovative behaviors,employees may privately innovate and make deviant innovative behaviors under the circumstance that they are not known by the organization and not agreed by the leaders.Previous studies have found that deviant innovative behaviors will be affected by leadership styles.As the new generation of employees enters the workplace in large numbers,influenced by liberalization and diversification,they pay more attention to equality,freedom and autonomy.The traditional leadership style is to control and command,which is unsustainable.As an effective management practice that breaks the traditional leadership style,coaching leadership style is increasingly valued by the academic and practical circles,but scholars have not paid attention to how it affects the deviant innovative behavior.This study investigates the influence of coaching leaders on employees’ deviant innovative behaviors.The deviant innovative behavior of employees is affected by the individual’ s sense of recognition with the organization and leaders,which can stimulate employees’ positive work behavior,and psychological ownership is the embodiment of employees’ sense of recognition with the organization and leaders;at the same time,employees are not always passively accept the influence from the organization and leaders,they also need to process information on the influence of the organization and leaders,that is to say,they deal with this influence through self-reflection,so as to make different responses.Based on social exchange theory and social cognition theory,this study constructs a mechanism model that coaching leadership influences employees’ deviant innovative behavior by taking psychological ownership as the mediating variable and self-reflection as the moderating variable.This study collects 178 valid questionnaires by using the questionnaire survey method,and draws the conclusion through empirical analysis that coaching leaders have a significant positive impact on employees’ deviant innovation behaviors,coaching leaders have a significant positive impact on employee deviant innovation behavior through the mediating effect of psychological ownership,and self-reflection not only positively moderates the relationship between coaching leaders and employee psychological ownership,but also positively moderates the relationship between coaching leaders and employee psychological ownership.Around the research conclusions,this research puts forward suggestions from four aspects: the role orientation of managers and the choice of leadership styles,the cultivation of managers’ personal abilities,the psychological and emotional needs of employees,and the working environment of the organization.This study provides inspiration for the choice of leadership style,leadership development and employee training management in organizations,and provides references for promoting employees to make positive deviant innovative behaviors.