부산대학교 도서관

Drawing upon leader‐member‐exchange (LMX) theory and role identity theory, this study attempts to investigate leadership's role in predicting employee change‐oriented behaviors. I concentrate on a more specific scope of leadership - supervisor narcissistic organizational identification, which has received insufficient attention to date. How supervisor narcissistic organizational identification influence employee's behaviors also leave the literature a blank. Hence, this study attempts to explore supervisor narcissistic organizational identification's influence on enhancing employee's positive perception of change and further predicting change‐oriented behavioral outcomes. The purpose of this study is to examine a mechanism in which supervisor narcissistic organizational identification exerts its influence on employee job‐oriented constructive deviance (JCD) and employee voice by enhancing employee change role identity, a new construct derived from role identity theory. Specifically, this study examines: a) supervisor narcissistic organizational identification can positively predict employee job‐oriented constructive deviance (JCD) and voice respectively; b) supervisor narcissistic organizational identification is positively related to employee change role identity; c) employees' change role identity is positively related to JCD and voice respectively; d) change role identity acts as a mediating role between supervisor narcissistic organizational identification and JCD and voice respectively. Data of this study were collected through a subordinate‐supervisor dyads questionnaire survey. In line with our assumptions, the result supports our proposal that supervisor narcissistic organizational identification can positively predict employee job‐oriented constructive deviance and voice by fostering change role identity in employees. This study seeks to provide reference values for the future research and practical implications for organization management.