Abstract: Creative deviance is a significant phenomenon in the field of innovation, yet its consequences at the leadership level remain controversial. Existing research has not thoroughly explored the psychological mechanisms underlying leaders' reactions or the root causes of their differentiated responses, thereby limiting a comprehensive understanding of the role leaders play in the process of creative deviance. Based on social information processing theory, this study proposes that subordinate creative deviance may trigger leaders' perceptions of self-esteem threat, leading to ostracism, while simultaneously enhancing trust in the subordinate, resulting in supportive behavior. Job-related situational strength serves as a critical boundary condition. Using a mixed-methods design incorporating quantitative questionnaire survey and qualitative interview, this study tests the theoretical model. The results reveal that in high situational strength contexts, creative deviance increases leaders' self-esteem threat, leading to ostracism, while reducing trust and supportive behavior. Conversely, in low situational strength contexts, creative deviance enhances leaders' trust in subordinates, fostering supportive behavior, while diminishing self-esteem threat and ostracism. Qualitative findings further indicate that, in addition to situational strength, leadership style and employee characteristics are important boundary conditions influencing leaders' subsequent psychological and behavioral responses. Theoretical contributions and practical implications are also discussed.

Key words: creative deviance, self-esteem threat, trust, ostracism, job-related situational strength