Research on the Effect of E-Leadership on Employee Innovation Behavior in the Context of “Self” and “Relationship”

Abstract

The influence of leaders on employees’ innovative behavior is a new problem. Based on the relationship culture and digital technology situation in China, with reference to information processing and other theories, this study constructs a double intermediary model of the impact of e-leadership on employee innovation behavior from the perspective of “self” and “relationship,” and introduces employee power distance as the boundary condition. The results show that psychological capital and affective commitment to leadership play a mediating effect between e-leadership and employee innovation behavior, and employee power distance weakens the positive impact of e-leadership on employee innovation behavior through psychological capital and emotional commitment. The research conclusion of this paper provides theoretical basis and practical enlightenment for enterprise leaders to promote employee innovation behavior by improving their e-leadership level and understanding the relationship between themselves and employees.