TY - JOUR
T1 - Disobeying the Leader
T2 - Creative Deviance as a Mechanism Between Psychological Ownership and Social Undermining
AU - Shukla, Jigyashu
AU - Bennett, Rebecca
AU - Folger, Robert
AU - Kark, Ronit
N1 - Publisher Copyright:
© The Authors 2024.
PY - 2024/2
Y1 - 2024/2
N2 - Many innovative products are attributable to employees disobeying the mandate of their supervisors to stop working on a creative idea, that is, creative deviance. Surprisingly, there has been a dearth of empirical research on this important construct, and the possible negative social outcomes of creative deviance remain unexplored. This research integrates psychological ownership theory and motivated information processing theory to theoretically delineate psychological ownership as an antecedent of creative deviance. We further explore social undermining as a negative outcome of creative deviance and investigate the leader–member exchange (LMX) as a boundary condition of the association between creative deviance and social undermining. In a series of three studies, we validate an existing scale for creative deviance, and utilize multiple methods to test our full moderated-mediation model. Findings suggest that creative deviance partially mediates the relationship between psychological ownership and experienced social undermining and LMX attenuates the relationship between creative deviance and experienced social undermining. Our research has important theoretical and practical implications as it explores the darker sides of creative deviance.
AB - Many innovative products are attributable to employees disobeying the mandate of their supervisors to stop working on a creative idea, that is, creative deviance. Surprisingly, there has been a dearth of empirical research on this important construct, and the possible negative social outcomes of creative deviance remain unexplored. This research integrates psychological ownership theory and motivated information processing theory to theoretically delineate psychological ownership as an antecedent of creative deviance. We further explore social undermining as a negative outcome of creative deviance and investigate the leader–member exchange (LMX) as a boundary condition of the association between creative deviance and social undermining. In a series of three studies, we validate an existing scale for creative deviance, and utilize multiple methods to test our full moderated-mediation model. Findings suggest that creative deviance partially mediates the relationship between psychological ownership and experienced social undermining and LMX attenuates the relationship between creative deviance and experienced social undermining. Our research has important theoretical and practical implications as it explores the darker sides of creative deviance.
KW - LMX
KW - behavior management
KW - creative deviance
KW - psychological ownership
KW - relationships
UR - http://www.scopus.com/inward/record.url?scp=85184208921&partnerID=8YFLogxK
U2 - 10.1177/15480518231226093
DO - 10.1177/15480518231226093
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AN - SCOPUS:85184208921
SN - 1548-0518
VL - 31
SP - 5
EP - 24
JO - Journal of Leadership and Organizational Studies
JF - Journal of Leadership and Organizational Studies
IS - 1
ER -