领导—员工目标导向匹配对员工越轨创新行为与创新绩效的影响

基于493份领导—员工配对问卷，采用多项式回归与响应面分析技术，探讨领导—员工4种目标导向匹配模式对员工越轨创新行为以及创新绩效的影响机制。研究结果表明，与领导—员工目标导向差异性匹配相比，领导—员工目标导向一致性匹配对员工越轨创新行为的影响更显著；在领导—员工目标导向一致性匹配情形下，与领导绩效目标导向—员工绩效目标导向匹配相比，领导学习目标导向—员工学习目标导向匹配对员工越轨创新行为与创新绩效的影响更显著；在领导—员工目标导向差异性匹配情形下，与领导学习目标导向—员工绩效目标导向匹配相比，领导绩效目标导向—员工学习目标导向匹配对员工越轨创新行为与创新绩效的影响更显著；越轨创新在领导—员工目标导向匹配与员工创新绩效之间发挥中介作用。

Influence of Leader-employees Goal Orientation Fit on Employees′ Bootleg Innovation and Innovation Performance

Under the background of the "14th Five-Year Plan" and the new development pattern of "great cycle" in China, it is particularly urgent for China to accelerate scientific and technological innovation. In innovation practice, it is common for organizations to take various measures to stimulate employees′ innovation motivation, but this will cost enterprises′ more internal resources with greater innovation risks, which makes innovation practice fall into a paradoxical dilemma. In order to get rid of the constraints of resources and risks, employees will independently take bootleg innovation and continue to practice innovation practices. There are few previous papers on how the fit of leader-employees′ goal orientation affects employees' innovation performance. The reasons may be as follows. First, both leader goal orientation and employee goal orientation are the "wind vane" of employee role behavior, and have a profound impact on their innovation performance. However, previous papers mainly focused on leaders or employees from a single perspective, and rarely considered the effect of goal orientation fit between leaders and employees, failing to reveal the full picture of the relationship between goal orientation and innovation performance. Second, goal orientation is divided into learning goal orientation and performance goal orientation. Therefore, there are different combinations of goal orientation fit between leaders and employees, and they may have differentiated effects on employees′ innovation performance. Third, there may be complex influence paths between goal orientation and innovation performance, and different paths may have completely different effects. Condsidering the above three reasons, this paper intends to use the Person-environment fit theory and the similar-attraction theory to reveal the overall picture of the relationship between leader-employees goal orientation fit and employees′ innovation performance.#br#In this paper, 7 technology-based enterprises in Guangdong province and Guangxi Zhuang Autonomous Region involved in Internet services, environmental protection management, lithium battery manufacturing and other fields are selected as research samples by questionnaire survey. Based on 493 leader-employees fit questionnaires, this paper uses the polynomial regression and response surface methodology to explore the influence mechanism of four different types of goal orientation fit patterns on employees′ bootleg innovation and innovation performance.#br#There are mainly four main conclusions. First, leader-employee goal orientation consistency fit positively influences employee bootleg innovation. Compared with leader-employee goal orientation difference fit, leader-employee goal orientation consistency fit has a stronger impact on employees' bootleg innovation. This conclusion shows that the goal orientation consistency fit between leaders and employees is more conducive to employees′ bootleg innovation, which is consistent with the core view of the similar-attraction theory. Second, in the case of leader-employee goal orientation consistency fit, compared with leader-employees performance goal orientation, leader-employee learning goal orientation has a stronger impact on employees′ bootleg innovation. The conclusion shows that in the case of personal and environment fit, employees with learning goal orientation can fully mobilize subjective initiative to carry out bootleg innovation, while employees with performance goal are driven by achievement motivation to avoid negative evaluation, which limits the motivation to carry out bootleg innovation. Third, in the case of leader-employees goal orientation difference fit, compared with leader-employees learning goal orientation, leader-employee learning goal orientation has a stronger impact on employees′ bootleg innovation. The conclusion shows that personal goal orientation has a more direct impact on personal strategy and behavior, and compared with leader learning goal orientation, employees learning goal orientation is more conducive to their bootleg innovation. Fourth, bootleg innovation plays a mediating role between leader-employees goal orientation fit and employee innovation performance. The mediating effect of the fit of leader learning goal orientation and employee learning goal orientation on innovation performance through bootleg innovation is the strongest. This conclusion is helpful to clarify the role of four different types of goal orientation fit patterns between leaders and employees on employee innovation performance through employee bootleg innovation and provide theoretical support for organizations to specifically cultivate leader-employees learning goal orientation fit and implement positive management strategies.#br#