Zhishan, Li, a certified performance technologist (CPT) accredited by ISPI, has built his entire career in consulting and training firms. He is currently a partner at a Chinese consulting and training company specializing in performance improvement and has been dedicated to promoting and applying performance improvement technologies since 2016.
He defended his Executive Doctorate of Business Administration (EDBA) in October 2025, on the theme “The Impact of Key Leadership Characteristics on Employee Innovation Behaviour in the Context of Chinese Management Culture” under the supervision of Professor Gregor Bouville from iaelyon School of Management, University Jean Moulin, Lyon 3 (France).
Thesis Direction
Prof Bouville Gregor
Thesis Title
The impact of key leadership characteristics on employee innovation behaviour in the context of Chinese management culture
Abstract
In this study, we attempt to analyse the impact of leadership on employees’ innovative behaviours in terms of managers’ leadership. The most typical leadership styles of Chinese business managers include exploitative leadership, authoritative and benevolent leadership under paternalistic leadership, and inclusive leadership. At the same time, employees’ own innovation self-efficacy, which is currently very common in mainland Chinese firms, also has a significant impact on innovation behaviour. Ultimately, we considered employee self-efficacy, and employees’ involutional behaviour as mediating variables between direct superior leadership and employee innovative behaviour.
In my study, I used a scale on which there is a greater consensus among scholars and conducted separate questionnaires with more than 600 workers in mainland China. The research analyses took into account several dimensions, such as gender, age, and city of residence, in particular. In my research, I used correlation analysis and constructed structural equations to argue the relationship between each variable separately.
It was found that involutional behaviours within the organisation may attenuate employees’ innovative behaviours. Meanwhile, employees’ innovative self-efficacy can positively influence their innovative behaviour. Authoritative and exploitative leadership styles, while providing short-term efficiency gains, may undermine employees’ innovative behaviours in the long term. In contrast, inclusive and benevolent leadership styles can enhance employees’ innovative behaviour by increasing their innovative self-efficacy. The results of this study not only provide new perspectives for theoretical research but also provide valuable guidance on how to promote and maintain employees’ innovative behaviours in management practice. Managers need to pay attention to creating a positive and open working environment to avoid the reduction of innovative behaviours due to work pressure and poor organisational climate.