摘要
当今时代，面对全球高科技技术的不断发展进步，创新正成为企业在市场中立足的重要
行为方式。现阶段一种特殊的创新行为——越轨创新正在企业中悄然盛行，其将会是企业破
除创新壁垒摆脱创新窘境的有效手段，也会是新时代创新的重要方式。但由于其目的的合理
性以及手段的偏离性，越轨创新行为一直饱受争议，且目前大多数企业无法准确处理以及科
学引导员工的越轨创新行为。因此，现阶段研究企业内部员工的越轨创新行为具有非常重要
的现实意义。
差序式领导作为我国企业内部特有的一种领导风格，反映的是上级领导者根据“亲、忠、
才”对下属进行划分并给予偏爱下属更多优待的领导方式，这种上下级之间独特的互动方式
一方面会对企业员工创新给予积极的激励作用，但同时也会带来一些消极影响。相较于西方
领导理论，目前学术界对于差序式领导的研究还不够全面，对于差序式领导对员工创新行为
的研究也有待深入研讨。
因此，基于我国社会文化背景，本研究以我国企业员工为研究对象，引入员工心理授权
和情绪耗竭两个变量，深入探究差序式领导与越轨创新的关系研究。一方面在理论上拓展了
差序式领导对员工实施越轨创新行为起到的作用，另一方面在实践中也一定程度上能够帮助
我国企业合理引导利用员工的越轨创新行为以增加其创新成果。
研究首先在综合国内外现有相关研究成果的基础上，探讨差序式领导对员工越轨创新的
影响。此外，考虑到差序式领导下员工的异质性，本研究基于资源保存理论与社会交换理论，
分别从“圈内”下属和“圈外”下属两个视角，探讨差序式领导下不同“圈子”内员工的心
理因素在差序式领导与员工越轨创新之间的中介作用机制。根据采用的我国 7家企业 336位
员工为研究样本，利用 SPSS25.0和 AMOS24.0进行实证分析，结果显示：总体来看，差序式
领导对员工越轨创新行为具有显著正向影响；具体而言，其一方面通过促进员工心理授权正
向影响员工越轨创新，另一方面也因造成员工情绪耗竭而对其越轨创新行为产生负向影响。
本研究结论不仅能为企业正确引导和利用员工创新获得高效益的创新成果提供新思路，
同时也能积极促进企业合理制定创新政策以提高自身核心竞争力。根据以上研究结论，本研
究提出管理启示：首先企业应加强员工自主创新管理，完善组织制度进行科学创新，利用越
轨创新促进组织发展；同时领导者要合理运用差序式领导促进创新，重视与“圈内”下属关
系的维护与发展，提高“圈外”下属的创新积极性。此外，员工在实施越轨创新行为时要慎
之又慎，认真考量，避免越轨创新行为对自身和组织产生负面影响，同时也要学会及时调整
自我情绪，避免因差序式领导造成低质量上下级关系而引发情绪耗竭等负面情绪，导致个体
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创新能力的下降。
关键词：差序式领导，越轨创新，心理授权，情绪耗竭
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Abstract
Nowadays, in the face of the continuous development of global high-tech technology, adhering
to the innovation drive has become the top priority for enterprise development. As a unique
innovation behavior, bootlegging will be an effective means for enterprises to break down
innovation barriers and get rid of innovation dilemma, and also an important means for innovation
in the new era. However, due to the rationality of the purpose and the deviation of the means,
bootlegging has been controversial, and at present, most enterprises cannot accurately deal with and
guide employee bootlegging. Therefore, it is of great practical significance to study the bootlegging
of employees in enterprises.
As a unique leadership style in China's enterprises, differential leadership reflects that superior
leaders divide subordinates according to "management, loyalty and ability" and give more
preferential treatment to subordinates. This unique interaction between superiors and subordinates
will give positive incentives to enterprise employees' innovation, but it will also bring some
negative effects. Compared with the western leadership theory, the current academic research on
differential leadership is not comprehensive enough, and the research on differential leadership on
employees' innovative behavior also needs to be further studied.
Therefore, based on the social and cultural background of China, this paper takes Chinese
enterprise employees as the research object, introduces two variables of employee psychological
empowerment and emotional exhaustion, and explores the relationship between differential
leadership and bootlegging. On the one hand, it theoretically expands the role of differential
leadership in the implementation of employees' bootlegging, and on the other hand, it helps Chinese
enterprises to reasonably guide and utilize employees' bootlegging to improve their innovation
performance in practice.
Firstly, based on the existing academic research results, this paper discusses the influence of
differential leadership on employees' bootlegging. In addition, considering the heterogeneity of
employees under differential leadership, based on resource preservation theory and social exchange
theory, this study explores the mediating mechanism between differential leadership and employees'
bootlegging from the perspectives of "in circle" subordinates and "out of circle" subordinates.
Based on the sample of 336 employees from 7 enterprises in China, this paper uses SPSS25.0 and
AMOS24.0 to make an empirical analysis. The results show that: Overall, differential leadership
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