While previous research has achieved consensus on the benefits of constructive deviant behavior within the hospitality industry and has proposed various solutions to promote this behavior, there remains a gap in understanding what frontline employees do after engaging in constructive deviant behavior. Drawing on impression management theory, we established a model in which constructive deviant behavior impacts feedback-seeking behavior (FSB) and defensive silence (DS). Study 1 used scenario manipulations to examine the mediation effect of Leader–member exchange (LMX) ambivalence linking constructive deviant behavior with FSB and DS. Study 2, a survey of 362 frontline employees from 11 hotels, revealed that constructive deviant behavior was positively related to LMX ambivalence and that LMX ambivalence mediated the relationship between constructive deviant behavior and actor's FSB and DS. We also found that proactive personality positively moderated the impact of LMX ambivalence on FSB. We discussed the theoretical and practical implications of our findings.

中文翻译：

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一线员工参与建设性异常行为后的印象管理策略：以领导者为中心的视角


尽管之前的研究已经就酒店业建设性越轨行为的好处达成了共识，并提出了各种解决方案来促进这种行为，但对于一线员工在参与建设性越轨行为后的行为的理解仍然存在差距。借鉴印象管理理论，我们建立了一个模型，其中建设性异常行为影响反馈寻求行为（FSB）和防御性沉默（DS）。研究 1 使用情景操作来检验领导者-成员交换 (LMX) 矛盾心理将建设性越轨行为与 FSB 和 DS 联系起来的中介效应。研究 2 对 11 家酒店的 362 名一线员工进行了调查，结果显示，建设性越轨行为与 LMX 矛盾心理呈正相关，并且 LMX 矛盾心理在建设性越轨行为与行动者 FSB 和 DS 之间的关系中起中介作用。我们还发现，积极主动的性格可以积极调节 LMX 矛盾心理对 FSB 的影响。我们讨论了我们的研究结果的理论和实践意义。