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"Lubricant" or "Stumbling Block"?: The Paradoxical Association Between Team Authoritarian Leadership and Creative Deviance.
Front Psychol. 2022; 13:835970.FP

Abstract

Recently, creative deviance has been lauded to be an innovation-enhancing approach with applications in many new and high-tech domains. Previous study on antecedents to creative deviance remains scattered and vague. Our research conceptualizes creative deviance from the perspective of independent innovation and explores its antecedents, mechanisms, as well as conditions. Team authoritarian leadership is conceptualized as a contradictory unity as it mixes advantages and disadvantages. However, it is surprising to find that there are very few researches that have examined its relevant influence mechanisms and boundary conditions for authoritarian leadership. Contributing to an advanced understanding of authoritarian leadership in research and development teams, we investigated whether team authoritarian leadership is positively or negatively related to creative deviance. Drawing on social information processing theory and regulatory focus theory, we supposed that team authoritarian leadership facilitates creative deviance when the degree is low and inhibits it when the degree is high; dual occupational stress and prevention regulatory focus play mediation roles between team authoritarian leadership and creative deviance respectively, both variables play a chain mediation role in that relationship; and the mindfulness characteristic of an individual moderates the inverted-U team authoritarian leadership-creative deviance association, such that this association is weaker with low individual mindfulness. With two-phase questionnaire data collected from 433 members in 82 R&D teams of high-tech enterprises in electronic information technology, new material technology, new medical technology, resource and environment technology and advanced manufacturing technology randomly selected from five provinces in eastern China, these hypotheses are supported empirically. Overall, we find that, our study broadens antecedents and the relevant occurrence mechanisms of creative deviance when studied through a leadership management lens. Moreover, our research enriches the cognate studies on authoritarian leadership by empirically demonstrating that team authoritarian leadership may function as an double-edged sword of creative deviance in the R&D workplace. These above findings offer insightful thoughts to scholars in the field of authoritarian leadership and bring practical suggestions for team superiors who seek to implement best innovation practice.

Authors+Show Affiliations

Evergrande School of Management, Wuhan University of Science and Technology, Wuhan, China.Evergrande School of Management, Wuhan University of Science and Technology, Wuhan, China.School of Economics and Management, Shangrao Normal University, Shangrao, China.School of Labor Relations and Personnel, Renmin University of China, Beijing, China.

Pub Type(s)

Journal Article

Language

eng

PubMed ID

35432087

Citation

Xu, Jing, et al. ""Lubricant" or "Stumbling Block"?: the Paradoxical Association Between Team Authoritarian Leadership and Creative Deviance." Frontiers in Psychology, vol. 13, 2022, p. 835970.
Xu J, Li YZ, Zhu DQ, et al. "Lubricant" or "Stumbling Block"?: The Paradoxical Association Between Team Authoritarian Leadership and Creative Deviance. Front Psychol. 2022;13:835970.
Xu, J., Li, Y. Z., Zhu, D. Q., & Li, J. Z. (2022). "Lubricant" or "Stumbling Block"?: The Paradoxical Association Between Team Authoritarian Leadership and Creative Deviance. Frontiers in Psychology, 13, 835970. https://doi.org/10.3389/fpsyg.2022.835970
Xu J, et al. "Lubricant" or "Stumbling Block"?: the Paradoxical Association Between Team Authoritarian Leadership and Creative Deviance. Front Psychol. 2022;13:835970. PubMed PMID: 35432087.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - "Lubricant" or "Stumbling Block"?: The Paradoxical Association Between Team Authoritarian Leadership and Creative Deviance. AU - Xu,Jing, AU - Li,Yong-Zhou, AU - Zhu,De-Qun, AU - Li,Jing-Zhi, Y1 - 2022/03/31/ PY - 2021/12/15/received PY - 2022/02/21/accepted PY - 2022/4/18/entrez PY - 2022/4/19/pubmed PY - 2022/4/19/medline KW - creative deviance KW - dual occupational stress KW - individual mindfulness KW - prevention regulatory focus KW - team authoritarian leadership SP - 835970 EP - 835970 JF - Frontiers in psychology JO - Front Psychol VL - 13 N2 - Recently, creative deviance has been lauded to be an innovation-enhancing approach with applications in many new and high-tech domains. Previous study on antecedents to creative deviance remains scattered and vague. Our research conceptualizes creative deviance from the perspective of independent innovation and explores its antecedents, mechanisms, as well as conditions. Team authoritarian leadership is conceptualized as a contradictory unity as it mixes advantages and disadvantages. However, it is surprising to find that there are very few researches that have examined its relevant influence mechanisms and boundary conditions for authoritarian leadership. Contributing to an advanced understanding of authoritarian leadership in research and development teams, we investigated whether team authoritarian leadership is positively or negatively related to creative deviance. Drawing on social information processing theory and regulatory focus theory, we supposed that team authoritarian leadership facilitates creative deviance when the degree is low and inhibits it when the degree is high; dual occupational stress and prevention regulatory focus play mediation roles between team authoritarian leadership and creative deviance respectively, both variables play a chain mediation role in that relationship; and the mindfulness characteristic of an individual moderates the inverted-U team authoritarian leadership-creative deviance association, such that this association is weaker with low individual mindfulness. With two-phase questionnaire data collected from 433 members in 82 R&D teams of high-tech enterprises in electronic information technology, new material technology, new medical technology, resource and environment technology and advanced manufacturing technology randomly selected from five provinces in eastern China, these hypotheses are supported empirically. Overall, we find that, our study broadens antecedents and the relevant occurrence mechanisms of creative deviance when studied through a leadership management lens. Moreover, our research enriches the cognate studies on authoritarian leadership by empirically demonstrating that team authoritarian leadership may function as an double-edged sword of creative deviance in the R&D workplace. These above findings offer insightful thoughts to scholars in the field of authoritarian leadership and bring practical suggestions for team superiors who seek to implement best innovation practice. SN - 1664-1078 UR - https://www.unboundmedicine.com/medline/citation/35432087/"Lubricant"_or_"Stumbling_Block":_The_Paradoxical_Association_Between_Team_Authoritarian_Leadership_and_Creative_Deviance_ DB - PRIME DP - Unbound Medicine ER -
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