Innovation might be the engine of progress, but new research from Edith Cowan University (ECU) shows it can also spark an unexpected reaction – envy.
The study, Interpersonal Consequences of Employee Innovation Behaviour by Professors Irene De Pater and Edward Wray-Bliss from ECU’s School of Business and Law finds that supervisors can feel threatened when employees consistently generate fresh ideas.
“While innovation drives success, it can also pose a psychological threat to leaders,” the authors wrote.
“Supervisors may compare themselves to creative subordinates and feel deficient in the very qualities that define effective leadership – creativity and vision.”
The study, conducted with scholars in China, tracked 237 supervisor-employee pairs in high-tech firms. It revealed that the effect of innovation depends largely on personality mix:
- When both leader and employee are highly extroverted, innovation can escalate into competition and conflict.
- When an introverted leader manages an extroverted innovator, innovation tends to flourish.
“Envy can push leaders in two directions,” De Pater said. “Some respond constructively – supporting their team to share in success.
“Others feel threatened and engage in controlling or even hostile behaviour.”
Wray-Bliss said the research showed the “dark side” of innovation.
“Being the most creative person in the room can make you a target rather than a role model,” he said.
“That’s a leadership issue that organisations can’t ignore.”
Lessons for business
The paper warned that abusive responses to innovation – such as dismissive feedback, withholding support or taking credit for ideas – can cause talented employees to hide their potential, undermining productivity and morale.
However, the authors noted that envy could be channelled productively. By helping innovative employees succeed, supervisors could enhance their own reputation and strengthen organisational performance.
To support positive innovation cultures, the research recommended organisations:
- Train leaders to recognise and regulate envy through emotional-intelligence development.
- Promote team-based innovation to reduce competition.
- Match personality types carefully – extroverted employees often thrive under calmer, more introverted leaders.
De Pater said the findings were particularly relevant for WA industries adapting to digital transformation.
“In fast-changing sectors like mining, energy and professional services, innovation is essential – but so is the human psychology behind it,” she said.
“Supporting innovation means supporting leaders to manage their own emotions.”
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