Based on the IPO theory, we explored the “too-much-of-a-good-thing” effect of constructive deviance on team performance. We collected data using the paired questionnaires by two-wave survey and also obtained data from 62 supervisors and 290 subordinates to test the hypotheses. The results of statistical analysis show that: constructive deviance has a direct, inverted U-shaped impact on team performance; team creativity fully mediates the inverted U-shaped relationship between constructive deviance and team performance; the leader's political skill does not play a moderating role in the inverted U-shaped relationship between constructive deviance and team creativity.