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<p>Mitigating the detrimental impact of work-related identity discrepancy caused by leadership change on employee performance and boosting the innovative behavior of in-group members are two common challenges to organizations around the world. To further explore this intriguing issue through the perspective of self-discrepancy theory, we examined the roles of perceived face threat and regulatory focus in the relationship between work-related identity discrepancy and employee innovative behavior. A total of 563 valid questionnaires following the convenience and purposive snowball sampling methods were gathered from China. The hierarchical regression analyses were conducted for data analysis. We found strong support for the negative effect of work-related identity discrepancy on employee innovative behavior, which is mediated by perceived face threat. A further moderated-mediation analysis indicated that regulatory focus moderated the relationship between work-related identity discrepancy and employee innovative behavior, work-related identity discrepancy and perceived face threat, as well as perceived face threat and employee innovative behavior. Our study expands the literature on work-related identity discrepancy – it provides employees with a supplemental perspective on how to adjust frequent leadership changes in uncertain workplace and presents an alternative direction for the new leaders to revitalize innovation among their veteran team members.</p>

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How leadership change affects the innovative behavior of in-group members: the role of perceived face threat and regulatory focus

  • 期刊论文

  • 发表日期：

    2025年7月24日

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  • Chang-E. Liu,
  • Weiqi Pan,
  • Shan Wang,
  • Wei Xie,
  • Yahui Chen,
  • Tingting Liu,
  • Wei He

摘要

Mitigating the detrimental impact of work-related identity discrepancy caused by leadership change on employee performance and boosting the innovative behavior of in-group members are two common challenges to organizations around the world. To further explore this intriguing issue through the perspective of self-discrepancy theory, we examined the roles of perceived face threat and regulatory focus in the relationship between work-related identity discrepancy and employee innovative behavior. A total of 563 valid questionnaires following the convenience and purposive snowball sampling methods were gathered from China. The hierarchical regression analyses were conducted for data analysis. We found strong support for the negative effect of work-related identity discrepancy on employee innovative behavior, which is mediated by perceived face threat. A further moderated-mediation analysis indicated that regulatory focus moderated the relationship between work-related identity discrepancy and employee innovative behavior, work-related identity discrepancy and perceived face threat, as well as perceived face threat and employee innovative behavior. Our study expands the literature on work-related identity discrepancy – it provides employees with a supplemental perspective on how to adjust frequent leadership changes in uncertain workplace and presents an alternative direction for the new leaders to revitalize innovation among their veteran team members.