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Mainly Based on the Job Demands-Resources (JDR) Model and Resource Conservation of Resource (COR) Theory, this research breaks through the limitation of a single top-down leadership perspective and focuses on the dual role interaction between leaders and employees in the organization. From the subjective internal perspective of employees, a moderated mediating model is constructed to delve into the actual influence process of Leader-member Internal Identity Asymmetry (Leader Underestimation) on employees' psychological motivation and behavior driven in the context of Chinese corporate culture. The empirical results show that (1) "Leader Underestimated" Internal Identity Asymmetry has negative influence on employees' Job Involvement; (2) Psychological Authorization completely mediates the influence of "Leader Underestimation" Internal Identity Asymmetry on employees' Job Involvement. (3) Leader-Member Exchange has a negative regulating effect on the relationship between "Leader Underestimation" Internal Identity Asymmetry and Psychological Authorization. This research result is helpful to supplement the relevant theories of the emerging field about Internal Identity Asymmetry, fill the gap of empirical research and provide a reference for enterprise leaders to accurately identify and solve the Internal Identity Asymmetry of employees and eliminate the bad mentality and behavior. Keywords—“Leader Underestimation” Internal Identity Asymmetry; Psychological Empowerment; Leader-Member Exchange; Job Involvement

proceedings of the 2018 3rd international conference on politics, economics and law (icpel 2018)

Research on the Influence Mechanism of “Leader Underestimation” Internal Identity Asymmetry on Employees Job Involvement —Based on the Dual Role Interaction Perspective