Impact of differential leadership on innovative behavior of employees: A double-edged sword

2021 ◽  
Vol 49 (2) ◽  
pp. 1-12
Author(s):  
Mengyun Wu ◽  
Linrong Zhang ◽  
Muhammad Imran ◽  
Jing Xu ◽  
Ruihui Yu
Keyword(s):  
Research Design ◽  
Work Engagement ◽  
Theoretical Perspective ◽  
Ego Depletion ◽  
Innovative Behavior ◽  
Chinese Companies ◽  
Wave Research ◽  
The Relationship

We investigated if differential leadership predicts the innovative behavior of employees, and examined the mediating roles of work engagement and ego depletion in this relationship. Using a three-wave research design we collected leader–member dyad data from 198 leaders and 485 employees at nine Chinese companies. Results show that differential leadership had opposite effects, that is, it positively predicted the innovative behavior of employees through the mediator of work engagement, and it negatively predicted the innovative behavior of employees through the mediator of ego depletion. These findings contribute to understanding of the relationship between differential leadership and employees' innovative behavior, and provide a new theoretical perspective on differential leadership.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Determinants of frontline employee service innovative behavior

2019 ◽  
Vol 42 (9) ◽  
pp. 1076-1094 ◽  
Author(s):  
Mohd A. Al-Hawari ◽  
Shaker Bani-Melhem ◽  
Faridahwati Mohd Shamsudin
Keyword(s):  
Positive Psychology ◽  
Work Engagement ◽  
Service Sector ◽  
Service Climate ◽  
Frontline Employees ◽  
Innovative Behavior ◽  
Content Type ◽  
Factors Affecting ◽  
Workplace Happiness ◽  
The Relationship

Purpose The purpose of this study is to examine the influence of workplace happiness and work engagement on employee service innovative behavior from the perspective of positive psychology. The study also examines if work engagement mediates the relationship between workplace happiness and employee service innovative behavior. Finally, it investigates how co-worker socializing and the service climate of the organization moderate the relationship between work engagement and employee service innovative behavior. Design/methodology/approach The study used survey data from 321 frontline employees working in the service sector in the United Arab Emirates (UAE). Six major hypotheses were established and examined using the SPSS Statistics V22.0 Process. The measurement model was analyzed using Amos 22. Findings Workplace happiness and work engagement are found to be important factors affecting employee service innovative behavior. Workplace happiness influences employee service innovative behavior directly and indirectly through work engagement. Both service climate and co-worker socializing play a significant moderating role in the relationship between work engagement and employee service innovative behavior among frontline employees. Interestingly, service climate erodes this relationship while co-worker socializing enhances it. Practical implications This study provides guidelines for managers and practitioners in the service industry to promote frontline employee service innovative behavior. Specifically, the findings provide guidance for decision-makers on how to use workplace happiness to trigger the innovative service behaviors of frontline employees, taking into consideration the conditional role of service climate and co-worker socializing. Originality/value The literature on factors affecting the service innovative behavior of frontline employees in the service sector from the perspective of positive psychology is limited, especially in the context of the UAE. The data, framework and outcomes of this research address this gap and contribute to the current body of knowledge. Specifically, the study contributes to the broaden-and-build theory of positive emotions in the field of positive psychology by validating the applicability of the theory in a wider organizational context.

scholarly journals The relationship between barriers to change and the work engagement of employees in a South African property management company

2011 ◽  
Vol 37 (1) ◽  
Author(s):  
Elsabé Bell ◽  
Nicolene Barkhuizen
Keyword(s):  
South African ◽  
Research Design ◽  
Work Engagement ◽  
Organisational Change ◽  
Home Language ◽  
Successful Outcome ◽  
Property Management ◽  
Management Company ◽  
Barriers To Change ◽  
The Relationship

Orientation: For any organisational change initiative to have a successful outcome, people need to contribute and be engaged in the process. Research purpose: The main objective of the research was to determine the relationship between barriers to change and work engagement. The secondary objectives of the research were to determine whether there are significant relationships between barriers to change, work engagement and demographic variables. Motivation for the study: Exploring and understanding the relationship between barriers to change and work engagement amongst different demographic groups will help organisations to predict which working environments and jobs are amenable to organisational change and which will alleviate, and maybe even eliminate, the negative effects of change. Research design, approach and method: The researchers used a cross-sectional survey research design. They drew a convenience sample of 234 employees (N = 234) from a South African property management company. They administered the Barriers to Change Questionnaire and the Utrecht Work Engagement Scale. Main findings: The results showed a practically significant relationship, with a large effect, between barriers to change and work engagement. In addition, the results showed significant differences between barriers to change and demographic groupings based on home language, ethnicity and organisational level. The results also showed significant differences between work engagement and demographic groupings based on home language, ethnicity and level of education. Practical/managerial implications: Managing barriers to change can increase the work engagement of employees. Contribution/value-add: The research adds to the knowledge about the adverse effects of organisational change initiatives on people.

The relationship of employees' strengths use and innovation: Work engagement as a mediator

2020 ◽  
Vol 48 (5) ◽  
pp. 1-6
Author(s):  
Yuanqin Ge ◽  
Xiaomeng Sun
Keyword(s):  
Structural Equation Modeling ◽  
Work Engagement ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
Innovative Behavior ◽  
Strengths Use ◽  
Validated Questionnaire ◽  
Relationship Of ◽  
The Relationship

We investigated the relationship between employees' strengths use and innovation through the mediator of their work engagement. A validated questionnaire was used to collect data from 158 employees at 3 companies in China. Structural equation modeling results show that work engagement partially mediated the relationship between employee strengths use and innovation. In addition, employee strengths use increased their innovation and made them more engaged in their work, and employees' work engagement, in turn, promoted their innovative behavior. These findings suggest that strengths use alone does not enhance employee innovation: Work engagement is also important. Directions for future research are discussed.

“I am OK when you are with me” – Understanding the well-being and innovative behavior in the digitized workspace

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anushree Karani ◽  
Swapnil Abhishek Mehta
Keyword(s):  
Work Engagement ◽  
Psychological Contract ◽  
Well Being ◽  
Innovative Behavior ◽  
Snowball Sampling ◽  
Coworker Support ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
Consumer Durable ◽  
The Relationship

PurposeThe study aimed at understanding the relationship between supervisor and coworker support, psychological contract fulfillment, work engagement, well-being (different forms) and innovative behavior in the digitized workspace during the coronavirus disease 2019 (COVID-19) pandemic.Design/methodology/approachData were collected via a structured questionnaire through Google Docs from 239 respondents working in the sales department of the consumer durable industry through snowball sampling.FindingsSupervisor and coworker support was positively contributing to psychological contract fulfillment. Further, psychological contract fulfillment was positively contributing to work engagement. Along with innovative behavior, four forms of well-being, i.e. emotional, psychological, workspace and life were studied as outcome variables. Work engagement positively contributes to innovative behavior and well-being.Research limitations/implicationsThe study examined the relationship between various organizational variables in consumer durable industry. Future work should involve studying the effect in other industries and functional areas.Practical implicationsThe study examined how the supervisor and coworker act as an enabler in fulfilling the psychological contract in the digitized workspace. Organizations also understand the importance of work engagement in maintaining well-being and innovative behavior.Originality/valueThe paper initiates the important debate on well-being and innovative behavior in the digitized workspace for the sales employees of the consumer durable industry.

Proactive personality and innovative behavior: The mediating roles of job-related affect and work engagement

2018 ◽  
Vol 46 (3) ◽  
pp. 431-446 ◽  
Author(s):  
Yangtao Kong ◽  
Mingjun Li
Keyword(s):  
Positive Affect ◽  
Middle School Teachers ◽  
Work Engagement ◽  
Proactive Personality ◽  
Western China ◽  
Future Research ◽  
Innovative Behavior ◽  
Mediating Effects ◽  
Behavior Scale ◽  
The Relationship

We examined the potential effects of job-related affect and work engagement as mediators in the relationship between proactive personality and innovative behavior. The Proactive Personality Scale, Positive and Negative Affect Schedule, Work Engagement Scale, and Innovative Behavior Scale were completed by 320 primary- and middle-school teachers in western China. Results showed that proactive personality was significantly and positively related to the teachers' innovative behavior. The effect of proactive personality on innovative behavior was partly mediated by both positive affect and work engagement in simple mediator roles, and by the sequential mediating effects of positive affect and work engagement. Possible explanations are discussed in light of previous findings. Limitations and suggestions for future research are discussed.

Learning organization and innovative behavior

2013 ◽  
Vol 38 (1/2) ◽  
pp. 75-94 ◽  
Author(s):  
Yu Kyoung Park ◽  
Ji Hoon Song ◽  
Seung Won Yoon ◽  
Jungwoo Kim
Keyword(s):  
Learning Organization ◽  
Work Engagement ◽  
Structural Equation ◽  
Equation Modeling ◽  
Work Behaviors ◽  
Innovative Behavior ◽  
Content Type ◽  
Effective Interventions ◽  
Innovative Work ◽  
The Relationship

Purpose – The purpose of this study is to investigate the mediating effect of work engagement on the relationship between learning organization and innovative behavior. Design/methodology/approach – This study used surveys as a data collection tool and implemented structural equation modeling for empirically testing the proposed research model. Findings – The study found that learning organization culture makes a direct and indirect impact on employees' innovative work behaviors. Results from hierarchical multiple regressions and structural equation modeling supported that work engagement fully mediates the relationship between the learning organization and innovative work behaviors. Practical implications – HRD practitioners can develop effective interventions to enhance their employees' innovative behavior by devoting efforts to create a workplace that promotes collaborative learning culture and work engagement. Originality/value – This study is valuable to HRD specialists interested in developing effective interventions that encourage employees to engage in innovative behavior.

scholarly journals Fostering innovative behavior in the aviation industry: The role of perceived supervisor support and work group diversity

2021 ◽  
Vol 19 (1) ◽  
pp. 163-176
Author(s):  
Long Nguyen Le Hoang ◽  
Huong Nguyen Thi Thu ◽  
Viet-Anh Ho
Keyword(s):  
Work Engagement ◽  
Work Group ◽  
Diversity Management ◽  
Supervisor Support ◽  
Flight Attendants ◽  
Innovative Behavior ◽  
Perceived Supervisor Support ◽  
Group Diversity ◽  
The Relationship ◽  
Job Position

The research primarily seeks to understand how supervisor support can directly and indirectly enhance the service innovative behavior (SIB) of flight attendants via work engagement. Moreover, although there has been some research on the effect of group diversity on organizational performance, the results have not been consistent. Thus, this study addresses this gap by investigating how work group diversity can make variance in the relationship between work engagement and innovative behavior of flight attendants. The sample size of 242 flight attendants working at the central airport in Ho Chi Minh City, Vietnam, has been taken for the study. To test hypotheses, structural equation modeling and bootstrapping were employed. This study provided an evidence for the positive nexus between perceived supervisor support and SIB. Additionally, the results shed light on a mediation mechanism of work engagement for the association between flight attendants’ perception of their supervisor and innovative behavior. Furthermore, tenure diversity and job position diversity in a work group were proved to play a moderating role in the relationship between work engagement and service innovative behavior. Specifically, flight attendants are more willing to exhibit innovative behaviors when working in a homogeneous group in terms of tenure and job position rather than in a heterogeneous group. The empirical results contributed to the diversity management literature and broadened the understanding of how to activate the service innovative behavior of employees. From a managerial perspective, managers should pay attention to the characteristics of employees when organizing teamwork. AcknowledgmentThe authors are grateful to the anonymous referees of the journal for their extremely useful suggestions for improving the quality of this paper.

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