Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety.

Abstract

Employee innovative behavior is significant in maintaining an organization's sustainable development. This study explored the impact of team psychological safety and workplace anxiety on the association between self-serving leadership and employee innovation behavior by synthesizing social information processing theory, conservation of resources theory, and ego depletion theory. We conducted a hierarchical linear model analysis using three-wave paired data collected from 86 leaders and 392 employees. The research results showed that self-serving leadership is negatively correlated with employee innovation behavior. Meanwhile, team psychological safety and workplace anxiety mediated this relationship. In addition, team psychological safety mitigates the impact of workplace anxiety on employee innovation behavior and the indirect impact of self-serving leadership on employee innovation behavior via workplace anxiety. These findings have a number of theoretical and practical implications in the domains of self-serving leadership and employee innovation behavior.