The Mixed Blessing of Leaders’ Artificial Intelligence (AI)-oriented Change Behavior: Implications for Employee Job Performance and Unethical Behavior

Guohua He (), Xinnian Zheng (), Wenpu Li (), Ling Tan (), Siying Chen () and Yifan He ()
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Guohua He: Shenzhen University
Xinnian Zheng: Jinan University
Wenpu Li: Shanghai Jiao Tong University
Ling Tan: Guangdong University of Technology
Siying Chen: Sun Yat-Sen University
Yifan He: Hebei GEO University

Applied Research in Quality of Life, 2024, vol. 19, issue 2, No 4, 469-497

Abstract: Abstract The rapid development of artificial intelligence (AI) has led many companies to embrace AI-oriented changes; leaders’ AI-oriented change behaviors have therefore become increasingly prevalent in contemporary organizations. However, knowledge on the effects of such behavior remains limited. Additionally, literature on change-oriented behavior (e.g., taking charge, change-oriented citizenship) has uniformly demonstrated that it is beneficial for employees, teams, and organizations. We challenge this consensus by revealing that leaders’ AI-oriented change behavior has mixed effects on employee outcomes. In Study 1, we developed a scale for leaders’ AI-oriented change behavior and assessed its psychometric properties using samples from the United States. In Study 2, we tested our full model with a three-wave, multi-source field study in China. The results show that leaders’ AI-oriented change behavior is positively associated with employee performance orientation, in turn increasing both employee job performance and unethical behaviors. Furthermore, employee trait competitiveness moderates the positive effect of leaders’ AI-oriented change behavior on employee job performance and unethical behavior via employee performance orientation. By revealing the perils and benefits of leaders’ AI-oriented change behavior, our research contributes to the literature on change-oriented behavior and performance orientation.

Keywords: Artificial intelligence; Change-oriented behavior; Performance orientation; Trait competitiveness; Unethical behavior; Job performance (search for similar items in EconPapers)
Date: 2024
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DOI: 10.1007/s11482-023-10250-4

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