The Influence of Leadership Style on Employees’ Innovative Behavior —The Adjustment of Bicultural Self

Abstract

Leadership style plays a key role in employees’ innovative behaviors. In the retrospect of interrelated theories, there are still inconsistencies in the relationships of leadership styles on employees’ innovation behaviors. So it is necessary to explore the roles of the two leadership styles in the same outcome variable. Based on the theory of innovative interaction and personalized leadership, the paper introduces deep-seated employees’ self-view and explores the relationship between self-concept in leadership style and employees’ innovation behavior. And we find that both styles of leadership positively promote employees’ innovative behavior, but different self-concepts have different regulatory effectsl the self-orientation of individual orientation positively adjusts the positive role of transformational leadership and innovation behavior, and the social orientation self-concept negatively regulates transactional leadership and the positive role of employee innovation.