Constructive deviance, rule-breaking to benefit the organization, is an emerging topic in the scholarly research and is considered to be an ethical decision. Despite the value of guiding constructive deviance in organizations, the effect of ethics-oriented leadership on employees’ constructive deviance remains unclear. This research identifies leader moral humility as a new antecedent of constructive deviance and examines how and when leader moral humility influences employee constructive deviance. Drawing on social–cognitive theory, we propose that leader moral humility fosters employee moral identity, which in turn triggers employees to exhibit constructive deviance. Moreover, the mediating effect of moral identity is more pronounced when normative conflict with organizational rules is high, as this conflict inspires identity-driven behavior. Two studies with scenario-based experimental and time-lagged field methods provided general support for our hypotheses. Study 1 reveals that leader moral humility positively affects constructive deviance via employee moral identity. Study 2 replicates and extends Study 1 to support the moderating role of normative conflict. These findings enrich the understanding of constructive deviance by shedding light on the moral cognitive process in the relationship between leader moral humility and employee constructive deviance and by identifying the boundary condition for the relationship.

建设性越轨、破坏规则以造福组织，是学术研究中的一个新兴话题，被认为是一种道德决定。尽管在组织中引导建设性偏离具有价值，但道德导向型领导对员工建设性偏离的影响仍不清楚。本研究将领导者道德谦逊确定为建设性越轨行为的新前因，并考察了领导者道德谦逊如何以及何时影响员工建设性越轨行为。借鉴社会认知理论，我们提出领导者的道德谦逊会培养员工的道德认同，进而引发员工表现出建设性的偏差。此外，当规范与组织规则的冲突较高时，道德认同的中介作用更加明显，因为这种冲突会激发身份驱动的行为。两项基于情景的实验和时滞场方法的研究为我们的假设提供了普遍支持。研究 1 表明，领导者道德谦逊通过员工道德认同对建设性偏差产生积极影响。研究 2 复制并扩展了研究 1 以支持规范冲突的调节作用。这些发现通过阐明领导者道德谦逊与员工建设性偏差之间关系的道德认知过程以及确定这种关系的边界条件，丰富了对建设性偏差的理解。研究 2 复制并扩展了研究 1 以支持规范冲突的调节作用。这些发现通过阐明领导者道德谦逊与员工建设性偏差之间关系的道德认知过程以及确定这种关系的边界条件，丰富了对建设性偏差的理解。研究 2 复制并扩展了研究 1 以支持规范冲突的调节作用。这些发现通过阐明领导者道德谦逊与员工建设性偏差之间关系的道德认知过程以及确定这种关系的边界条件，丰富了对建设性偏差的理解。