Yihong Dong and Yingwu Li
Drawing on social information processing theory, this study investigates how platform leadership influences employees’ innovative behavior. Specifically, we propose a theoretical…
Abstract
Purpose
Drawing on social information processing theory, this study investigates how platform leadership influences employees’ innovative behavior. Specifically, we propose a theoretical model that incorporates creative self-efficacy as a mediator and organizational identification as a moderator.
Design/methodology/approach
Multisource data were collected in three waves from 304 employees and their 65 leaders in China.
Findings
Hierarchical linear modeling (HLM) results reveal: (1) a positive association between platform leadership and subordinates’ innovative behavior; (2) creative self-efficacy as a mediator in the relationship between platform leadership and subordinates’ innovative behavior and (3) organizational identification as a moderator in the indirect relationship between platform leadership and subordinates’ innovative behavior through creative self-efficacy, with the indirect effect being stronger when organizational identification is high than when it is low.
Originality/value
From a cross-level perspective, our findings revealed the underlying mechanisms and boundary conditions under which platform leadership influences followers’ innovative behavior.