RESEARCH ON THE INFLUENCE OF PLATFORM LEADERSHIP ON KNOWLEDGE WORKERS' CHEATING BEHAVIOR

Cheating is self-interested behavior by employees who deliberately violate accepted standards or rules to create an unfair advantage by obtaining benefits or beneficial results to which they are not entitled. Organizations frequently engage in this type of cheating behavior, which not only results in financial losses for the organization but also has a significant negative social impact. Platform leadership, a new type of leadership style, involves the leader continuously acquiring high-quality resources through employee motivation, platform construction, and optimization, ultimately resulting in the synergistic development of the leader, the employee, and the platform. Therefore, the purpose of this paper is to explore the influence of platform leadership on knowledge-based employees' cheating behaviors and to explore the possible influence paths and boundary conditions in between. This paper uses social exchange theory, social self-protection theory, and social identity theory to look at knowledge-based employees as the research object. It uses platform-type leadership (which has four parts: inclusion, personal charisma, change planning, and common growth) as the independent variable, cheating as the dependent variable, and organizational identity as the mediator variable to build a model of how platform-type leadership affects knowledge-based employees' cheating behaviors.