The effects of employees' creative self-efficacy on innovative behavior: The role of entrepreneurial leadership

PurposeThe purpose of this research is to determine the relationship between entrepreneurial leadership and employee innovative behavior and examine mediating role of affective commitment, creative self-efficacy and psychological safety in this relationship.Design/methodology/approachUsing cross-sectional research design, data were collected from 343 employees of information technology (IT) service firms in Pakistan. Partial least squares–structural equation modeling (PLS-SEM) technique was applied to test the proposed research model.FindingsThe findings reveal that entrepreneurial leadership is strongly and positively related to employee innovative behavior. Moreover, affective commitment, creative self-efficacy and psychological safety simultaneously mediate this relationship.Practical implicationsThis study uncovers the important role of entrepreneurial leadership in driving employee innovative behavior in high-tech services industry. Findings of this study suggest that by practicing entrepreneurial behaviors, managers can enhance employees' affective commitment, creative self-efficacy and psychological safety, which invoke employees to demonstrate innovative behavior leading toward improved innovation performance at organizational level.Originality/valueThis research makes novel contribution to entrepreneurial leadership theory by using competing theoretical perspectives and subsequently providing more nuanced picture of the contrasting mechanisms that transmit the impact of entrepreneurial leadership on employee innovative behavior.

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Entrepreneurial leadership and employee innovative behavior: Intervening role of creative self-efficacy

Human Systems Management ◽

10.3233/hsm-190783 ◽

2020 ◽

pp. 1-13

Author(s):

Muhammad Shahid Mehmood ◽

Zhang Jian ◽

Faheem Gul Gilal

Keyword(s):

Self Efficacy ◽

Entrepreneurial Leadership ◽

Innovative Behavior ◽

Creative Self

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

Chinese Management Studies ◽

10.1108/cms-07-2021-0294 ◽

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.

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Entrepreneurial Leadership and Innovative Work Behavior: The Role of Creative Self-efficacy

Journal of Economics Business and Accountancy Ventura ◽

10.14414/jebav.v23i2.2282 ◽

2020 ◽

Vol 23 (2) ◽

Author(s):

Endi Sarwoko

Keyword(s):

Self Efficacy ◽

Cognitive Theory ◽

Work Behavior ◽

Equation Modeling ◽

Entrepreneurial Leadership ◽

Innovative Work Behavior ◽

Innovative Work ◽

Creative Self ◽

The Relationship

Several previous studies have tested the relationship between leadership type and innovative work behavior. However, there have been only a few empirical studies examining the mediating role of creative self-efficacy on the relationship between entrepreneurial leadership and innovative work behavior. This study was conducted to fill this gap to understand the relationship between entrepreneurial leadership and innovative work behavior and the role of creative self-efficacy as a mediating variable for the relationship between entrepreneurial leadership and innovative work behavior. Data were collected using a questionnaire distributed to 190 employees of the Astra Honda Authorized Service Station (AHASS) and analyzed using Structural equation modeling with SmartPLS software. The results indicate that entrepreneurial leadership increases the innovative work behavior of employees. Besides, entrepreneurial leadership increases creative self-efficacy and leads to increased employee innovative work behavior. This study contributes to the development of the literature by providing empirical evidence on the relationship between entrepreneurial leadership and innovative work behavior and the role of creative self-efficacy in innovative behavior. This study confirms Social Cognitive Theory (SCT) that a person's self-efficacy will generate creative ideas in the workplace and produce innovative work. The practical implication is that leaders must provide greater opportunities for employees to develop creative ideas in the workplace to achieve an increase in innovative work behavior.

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Sustainable leadership and employee innovative behavior: Discussing the mediating role of creative self‐efficacy

Journal of Public Affairs ◽

10.1002/pa.2547 ◽

2020 ◽

Author(s):

Areesha Javed ◽

Jawad Iqbal ◽

Syed Muhammad Javed Iqbal ◽

Muhammad Imran

Keyword(s):

Self Efficacy ◽

Sustainable Leadership ◽

Innovative Behavior ◽

Mediating Role ◽

Creative Self

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The Role of Creative Self-Efficacy to Increase Researcher’s Innovative Behavior

International Journal of Academic Research in Business and Social Sciences ◽

10.6007/ijarbss/v9-i9/6376 ◽

2019 ◽

Vol 9 (9) ◽

Author(s):

Metha Djuwita Supriatna

Keyword(s):

Self Efficacy ◽

Innovative Behavior ◽

Creative Self

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Effects of Team Communication and Job Insecurity Climate on Innovative Behavior: The Moderating Role of Creative Self-Efficacy

Acta Psychologica Sinica ◽

10.3724/sp.j.1041.2012.01383 ◽

2013 ◽

Vol 44 (10) ◽

pp. 1383-1401 ◽

Cited By ~ 3

Author(s):

Fu YANG ◽

Li-Hua ZHANG

Keyword(s):

Self Efficacy ◽

Job Insecurity ◽

Team Communication ◽

Innovative Behavior ◽

Creative Self ◽

Moderating Role

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Does entrepreneurial leadership encourage innovation work behavior? The mediating role of creative self-efficacy and support for innovation

European Journal of Innovation Management ◽

10.1108/ejim-10-2019-0283 ◽

2020 ◽

Vol 24 (1) ◽

pp. 1-22 ◽

Cited By ~ 1

Author(s):

Morteza Akbari ◽

Afsaneh Bagheri ◽

Saheb Imani ◽

Mohammad Asadnezhad

Keyword(s):

Self Efficacy ◽

High Technology ◽

Work Behavior ◽

Medium Size ◽

Entrepreneurial Leadership ◽

Content Type ◽

Mediating Role ◽

Support For Innovation ◽

Creative Self

PurposeThe crucial importance of innovation leadership for high technology small and medium-size enterprises (SMEs) has been suggested in the literature. However, few studies empirically examined the impact of leadership style on innovation work behavior (IWB) of employees in the context of SMEs. Furthermore, our knowledge is limited about how leaders of high technology SMEs influence the IWB of their employees. The present study explores the effect of entrepreneurial leadership on IWB of employees and introduces creative self-efficacy and support for innovation as the mechanisms through which the leaders encourage their employees' IWB in information and communications technology (ICT) SMEs in Iran.Design/methodology/approachThe sample was selected from high technology ICT SMEs using the simple random sampling method and included 175 CEOs and owner-managers of the businesses. We used validated questionnaires to test the hypothesized relationships between entrepreneurial leadership, IWB, creative self-efficacy and support for innovation.FindingsThe findings show that entrepreneurial leadership has a significant and positive impact on IWB of employees in ICT SMEs. Furthermore, employees’ creative self-efficacy and leaders’ support for innovation mediate the relationship between entrepreneurial leadership and IWB. Implications of the results and suggestions for developing IWB among the employees of high technology SMEs are suggested.Originality/valueThe study makes important contributions to both entrepreneurial leadership and the innovation behavior literature and theory development specifically in high technology SMEs in the transitioning economy of Iran. The findings also contribute to the existing empirical studies on how entrepreneurial leadership affects IWB of employees by examining the mediating role of creative self-efficacy and support for innovation and in the settings of ICT high technology SMEs.

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The Effects of Abusive Supervision and Motivational Preference on Employees’ Innovative Behavior

Sustainability ◽

10.3390/su12208510 ◽

2020 ◽

Vol 12 (20) ◽

pp. 8510

Author(s):

Jian Tian ◽

Yan Peng ◽

Xing Zhou

Keyword(s):

Self Efficacy ◽

Cognitive Theory ◽

Negative Relationship ◽

Abusive Supervision ◽

Innovative Behavior ◽

The Sustainable Development ◽

Important Relationship ◽

Time Lagged ◽

Creative Self

Individual innovative behavior has an important relationship with the sustainable development of an organization. Thus, mostly drawing on social cognitive theory, this study examined the relationship between abusive supervision and employees’ innovative behavior, focusing on the mediating role of creative self-efficacy and the moderating role of motivational preference. In an analysis of time-lagged data from three technological, innovation-based enterprises in Shenzhen, this study found that abusive supervision was negatively related to employees’ innovative behavior and that this relationship was mediated by creative self-efficacy. Moreover, motivational preference was found to moderate this relationship as well as that between abusive supervision and creative self-efficacy. Employees with higher levels of motivational preference (i.e., intrinsic motivational preference weighs more than extrinsic motivational preference) are more vulnerable to abusive supervision, causing lower creative self-efficacy performance and less innovative behavior. Alternately, employees with lower levels of motivational preference (i.e., extrinsic motivational preference weighs more than intrinsic motivational preference) are less vulnerable to abusive supervision, thus resulting in a weaker negative relationship between abusive supervision and their creative self-efficacy and innovative behavior.

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