【摘要】 随着职场“内卷化”加剧，工作狂领导日益成为一种普遍现象和新的研究热点。尽管已有研究证实了工作狂领导对员工的行为和态度存在积极或消极影响，但缺乏工作狂领导对员工创新行为影响的研究且鲜有研究同时探讨工作狂领导的积极和消极效应。基于压力认知评价理论，采用问卷调查法分三个阶段收集了221份领导—员工的配对数据，探讨了工作狂领导对员工创新行为的双刃剑效应以及员工韧性在此过程中的调节作用。研究结果发现：（1）工作狂领导会通过提高员工工作投入进而促进员工创新行为；（2）工作狂领导也会通过诱发员工消极情绪进而抑制员工创新行为；（3）员工韧性能够加强工作狂领导对员工工作投入的正向影响，以及工作狂领导通过员工工作投入影响员工创新行为的中介效应；（4）员工韧性能够削弱工作狂领导对员工消极情绪的正向影响，以及工作狂领导通过员工消极情绪影响员工创新行为的中介效应。更多还原

【Abstract】 With the increasingly fierce competition in the workplace, leader workaholism has increasingly become a common phenomenon and a new research hotspot. Although previous studies have confirmed that leader workaholism has a positive or negative impact on employees’ behaviors and attitudes, there is a lack of research on the impact of leader workaholism on employees’ innovative behavior, and few studies have investigated both the positive and negative effects of leader workaholism simultaneously. Given the limitations of existing research, this study poses the following research questions: whether leader workaholism affects employees’ innovative behavior, and if so, when does leader workaholism have a positive versus negative effect on employees’ innovative behavior and why?To answer these research questions, this study draws upon transactional theory of stress, which suggests that when individuals interact with the environment, they form challenge appraisals or threat appraisals and respond accordingly. According to the transactional theory of stress, this study proposes that leader workaholism would have a double-edged sword effect on employees’ innovative behavior through two distinct mediating variables, namely, employees’ work engagement and employees’ negative affect. In addition, this study also proposes that employee resilience would strengthen the positive indirect effect of leader workaholism on employees’ subsequent innovative behavior via employees’ work engagement and mitigate the negative indirect effect of leader workaholism on employees’ subsequent innovative behavior via employees’ negative affect.To test the above hypotheses, a multi-wave and multi-source questionnaire survey was conducted to collect sample data. The research totally invited 94 team leaders and their 320 subordinates from enterprises in South China to participate in the survey. In wave 1, employees were asked to fill out the questionnaire containing leader workaholism, employee resilience and employee demographic variables. In wave 2(one month later), employees were invited to rate their work engagement and negative affect. In wave 3(one month later after wave 2), team leaders were invited to evaluate their subordinates’ innovative behavior. After removing incomplete and unqualified data, this study finally obtained 221 valid employee-supervisor dyadic data from 67 leaders and their 221 subordinates. Before testing hypotheses, SPSS 25.0 and Mplus 8.3software were used to examine the discrimination validity and common method bias. Then, this study conducted the path analysis and Bootstrapping analysis through Mplus 8.3 to test all research hypotheses.The results showed that:(1) Leader workaholism enhances employees’ work engagement, which has a subsequent positive effect on employees’ innovative behavior;(2) Leader workaholism induces employees’ negative affect, which in turn negatively influences employees’ innovative behavior;(3) Employee resilience not only intensifies the positive relationship between leader workaholism and employees’ work engagement, but also intensifies the indirect effects of leader workaholism on employees’ innovative behavior via employees’ work engagement;(4) Employee resilience not only mitigates the positive relationship between leader workaholism and employees’ negative affect, but also mitigates the indirect effects of leader workaholism on employees’ innovative behavior via employees’ negative affect.更多还原