scholarly journals Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange

2021 ◽  
Vol 11 (12) ◽  
pp. 182
Author(s):  
Woo-Sung Choi ◽  
Seung-Wan Kang ◽  
Suk Bong Choi
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Performance ◽  
Organizational Support ◽  
Self Efficacy ◽  
Perceived Organizational Support ◽  
Leader Member Exchange ◽  
Innovative Behavior ◽  
Member Exchange ◽  
Resource Perspective ◽  
The Relationship

Recently, most organizations, from for-profit organizations to nonprofit organizations, are facing a rapidly changing environment and increased uncertainty. Organizational performance now depends on quickly responding and overcoming change through employees’ innovative behavior. As the importance of innovative behavior has been highlighted, many organizations are looking for effective ways to encourage employees to adopt innovative behavior. From the resource perspective, innovative behavior can be regarded as high-intensity job demand, and organizations should support innovative behavior by providing and managing employees’ resources. Based on the conservation of resource perspective, this study attempted to empirically explore how self-efficacy and perceived organizational support affect the relationship between leader–member exchange (LMX) and innovative behavior. Using two-wave, time-lagged survey data from 337 employees in South Korea, we found that leader–member exchange enhances innovative behavior via the mediation of self-efficacy. Additionally, perceived organizational support positively moderates the relationship between leader–member exchange and self-efficacy. Our findings demonstrate that self-efficacy is a mediating mechanism in the relationship between leader–member exchange and innovative behavior. Furthermore, this study suggests that the higher the level of perceived organizational support, the greater the effect of leader–member exchange on innovative behavior affected by self-efficacy.

Effect of leaders’ implicit followership theory on subordinates’ career success

2019 ◽  
Vol 47 (5) ◽  
pp. 1-14 ◽  
Author(s):  
Peng Gao ◽  
Weiku Wu
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Career Success ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Cognitive Theory ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Relationship

We explored the relationship between positive leaders’ implicit followership theory (LIFT) and employees’ career success using cognitive information processing theory and social exchange theory. Data were obtained from 296 employees and their immediate superiors at 12 large Chinese enterprises. Results showed that positive LIFT had a significantly positive effect on employees’ career success, that this positive relationship was partially mediated by leader–member exchange and perceived organizational support, and that leaders’ liking for their followers moderated the relationship between positive LIFT and leader–member exchange/perceived organizational support. We have not only extended the application of cognitive theory in leadership research, but also enriched the content of social exchange theory.

scholarly journals Mediating Effect of Perceived Organizational Support on the Relationship between Leader-Member Exchange and the Innovation Work Behavior of Nursing Employees: A Social Exchange Perspective

2020 ◽  
Vol 2 (1) ◽  
pp. 67-76
Author(s):  
Fahad Ahmed Qureshi ◽  
Qamar Zaman ◽  
Mubeen Butt
Keyword(s):  
Organizational Support ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Work Behavior ◽  
Leader Member Exchange ◽  
Innovative Work Behavior ◽  
Member Exchange ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
The Relationship

The present study aimed at investigating the relationship between Leader-Member Exchange and Innovative Work Behavior in Pakistani nursing sector. Additionally, the study examined the relationship between Leader-Member Exchange as an independent variable and dependent variable Innovative Work Behavior moreover it has examined the impact of Leader-Member Exchange and Innovative Work Behavior further this explored mediating role of Perceived Organization Support between Leader-Member Exchange and Innovative Work Behavior. The main study was conducted through systematic randomly selected sample of 400 nurses of ages between 24 and 60 belonging to public and private sector hospitals at Lahore.  Survey method was used to collect data. Correlation analysis exposed the significance and strength of relationships between variables i.e. Innovative Behaviour, Perceived Organizational Support (POS) and Leader-Member Exchange (LMX). Moreover, regression analysis was performed for direct relationships. Baron and Kenny (1986) method are used for mediation analysis. The results showed that Perceived Organizational Support (POS) partially mediate between Leader-Member Exchange (LMX) and Innovative Behaviour. The LMX and POS, POS and IWB and LMX and IWB have significant relation which are 0.569(0.000),0.232(0.000) and 0.521(0.000).

Effects of Perceived Organizational Support and Leader Member Exchange on Individual Risk Taking

2018 ◽  
Author(s):  
Julie Weatherhead
Keyword(s):  
Risk Taking ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Individual Risk ◽  
Leader Member Exchange ◽  
Turnover Rates ◽  
Workplace Attitudes ◽  
Member Exchange ◽  
Time And Energy ◽  
The Relationship

People’s relationships with their organization and their managers have significant effects on their work and their workplace attitudes. In this paper we look at the relationship between perceived organizational support (POS), leader member exchange (LMX), and risk taking. Workers with high levels of POS and LMX have more organizational commitment, have lower absenteeism and turnover rates, and exhibit more citizenship behaviour. We hypothesize that the higher the level of POS and LMX the more likely a person will be to take constructive versus destructive risk. Constructive risk is defined as risk involved in innovation and creativity, and is therefore desirable for organizations. This paper also looks at the links between Perceived Organizational Support and Leader Member Exchange, and at which of these factors is more influential on risk taking. This will allow organizations to best allocate their time and energy on initiatives linked to raising POS and LMX to get the highest return. This paper reflects initial findings of three separate studies looking at POS, LMX and risk taking.

Moderating effect of perceived organizational support on the relationship between leader–member exchange and expatriate voice in multinational banks

2019 ◽  
Vol 41 (5) ◽  
pp. 898-913
Author(s):  
Peter Jih-Hsin Sher ◽  
Wen-Long Zhuang ◽  
Ming-Chieh Wang ◽  
Chun-Jung Peng ◽  
Chun-Han Lee
Keyword(s):  
Host Country ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Home Country ◽  
The Philippines ◽  
Moderating Effect ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of home and host country leader–member exchange (LMX) on expatriate voice and determine whether perceived organizational support (POS) moderates the relationship between home or host country LMX and expatriate voice. Design/methodology/approach This study surveyed 300 expatriates (expatriation of at least six months) working for Taiwanese banks. The participants had expatriated to Cambodia, Indonesia, Japan, Malaysia, Myanmar, the Philippines, Singapore, the USA and Vietnam. Convenience sampling was adopted. Findings Based on an analysis of 132 expatriates working for Taiwanese banks, home and host country LMX were positively related to expatriate voice. Moreover, host country LMX accounted for more variance in expatriate voice than home country LMX did. Financial POS moderated the relationship between home country LMX and expatriate voice. Career POS and adjustment POS moderated the relationships between home and host country LMX and expatriate voice. Originality/value In the field of expatriate management, whether expatriate voice is influenced by home and host country LMX requires further exploration. To the best of the authors’ knowledge, this is the first study to examine the effects of home and host country LMX on expatriate voice in host countries, as well as the moderating effect of POS on the aforementioned relationships.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

Mechanism between perceived organizational support and work engagement: explanatory role of self-efficacy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ibrahim Abaasi Musenze ◽  
Thomas Sifuna Mayende ◽  
Ahmed Jowalie Wampande ◽  
Joseph Kasango ◽  
Ongario Ronald Emojong
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Self Efficacy ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Explanatory Role ◽  
Content Type ◽  
Strong Positive Relationship ◽  
Education Industry ◽  
The Relationship

PurposeThe purpose of this paper is to explore the relationship between perceived organizational support (POS) and work engagement and the mediating effect of self-efficacy on the POS–work engagement relationship.Design/methodology/approachA questionnaire survey was developed and distributed to a sample of primary school teachers drawn from the education industry.FindingsAnalysis of the data supports a strong positive relationship between the extent of POS and work engagement. This study also found that self-efficacy mediated the relationship between POS and work engagement.Research limitations/implicationsThis study has important implications for managers. First, it motivates managers, by providing justification for provision of support to employees for increased engagement at work. Based on the results of this study, POS is associated with enhanced work engagement levels. Second, evidence from this study illustrates to the organization the importance of developing an environment of support to further enhance work engagement. When employees do not acknowledge and feel supported from their respective organizations, work engagement levels may be sub-optimal. This research is limited, as the data were collected at one point of time, and this has implications for employees and organizations.Originality/valueThere is increasing recognition of the importance of POS in enhanced work engagement levels. Within this context, no previous research has empirically examined the mediating effect of self-efficacy on the relationship between POS and work engagement in the setting of primary education sector.

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