What's the Hidden Cost of Leaders’ Cyberloafing? Uncovering Its Impact on Employees’ Innovative Behavior and the Mechanisms Involved
DOI:
https://doi.org/10.63522/jabbs.101003Keywords:
Leaders’ cyberloafing; Innovative behavior; Workplace anxiety; Power dependenceAbstract
The widespread application of network technology in the workplace has given rise to the issue of leaders’ cyberloafing, which refers to leaders engaging in non-work-related online activities during working hours. Previous studies have revealed the trickle-down effect of leaders’ cyberloafing, but a comprehensive exploration of its impact on employees’ innovative behavior is still lacking. Considering this, we developed a moderated mediation model based on the cognitive appraisal theory of emotions to investigate how leaders’ cyberloafing affects employees’ innovative behavior. This study used hierarchical regression analysis to analyze a sample of 357 employees collected at three time points. The results indicate that leaders’ cyberloafing has a negative impact on employees’ innovative behavior. Workplace anxiety mediates the relationship between leaders’ cyberloafing and employees’ innovative behavior. Power dependence positively moderates the relationship between leaders’ cyberloafing and workplace anxiety, as well as the indirect effect of leaders’ cyberloafing on employees’ innovative behavior via workplace anxiety. This study identifies the detrimental effect of leaders’ cyberloafing on employees’ innovative behavior and its underlying mechanisms. It also inspires organizations to promote employees’ innovative behavior by regulating leaders’ cyberloafing and the exercise of power.
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Copyright (c) 2025 Muhammad Naseer Akhtar, Jingjing Wang, Ziyi Zhang, Yajun Zhang (Author)
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