Potential of Passive Employees: How Servant Leadership Can Stimulate Innovation among Control-Oriented Employees

Abstract

Depending on the organizational context, a control orientation on the part of an employee may either inhibit or promote their innovative job performance. To explore the question of which external conditions are conducive to control-oriented employees’ innovative potential, this study examined the effects of servant leadership on control-oriented employees’ motivation internalization processes and innovative job performance from a self-determination theory perspective. This study was conducted in Jiangsu, Shanghai, and Anhui provinces, which are relatively developed high-tech industries in China. An analysis of paired data from 298 employees and their leaders in nine technology-intensive companies revealed that servant leadership plays a positive moderating role between control orientation and employees’ autonomous motivation. Moreover, the interaction between control orientation and servant leadership can affect innovative job performance through the mediation of identified regulation, but not through that of integrated regulation. These findings are beneficial in promoting healthy development and innovative job performance of control-oriented employees, and are instructive for sustainable human resource management. Organizations should recognize the creative potential of control-oriented employees, promote servant leadership, leverage its management strengths, and focus on enhancing employees’ sense of identification with their jobs.