How does coaching leadership promote employee's constructive deviance? Affective events perspective

Abstract

Purpose

Adopting an affective events perspective, this paper proposes and tests a moderated-mediation model linking coaching leadership (CL), positive emotion at work (PEW), proactive personality (PP) and constructive deviance (CD).

Design/methodology/approach

Altogether, 225 supervisor-subordinate pairs from 45 teams within a large Chinese manufacturing enterprise took part in our study. To keep common method bias to a minimal, two sources of data were used (subordinates and their direct supervisors).

Findings

(1) CL and employee CD have a positive association; (2) employee PEW mediates the connection between CL and employee CD; (3) the positive association between CL and follower PEW is moderated by employee PP such that PP strengthens the CL-PEW relationship (4) employee PP accentuates the indirect impact of CL on employee CD via employee PEW. Specifically, the indirect link is insignificant when PP is low.

Originality/value

(1) The results of this study enrich the CD literature; (2) the work puts forward a simple but foundational framework for understanding the CL process; (3) the third contribution arises from examining the influence of employee PP on the relationship between CL and employee CD.

Citation

Cui, Z., Wang, H. and Nanyangwe, C.N. (2022), "How does coaching leadership promote employee's constructive deviance? Affective events perspective", Leadership & Organization Development Journal, Vol. 43 No. 2, pp. 279-290. https://doi.org/10.1108/LODJ-04-2020-0153