How work–family enrichment influence innovative work behavior: Role of psychological capital and supervisory support

2017 ◽  
Vol 25 (1) ◽  
pp. 58-80 ◽  
Author(s):  
Pavitra Mishra ◽  
Jyotsna Bhatnagar ◽  
Rajen Gupta ◽  
Shelley MacDermid Wadsworth
Keyword(s):  
Psychological Capital ◽  
Supervisor Support ◽  
Work Behavior ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Work Family ◽  
The Relationship ◽  
Work Family Enrichment ◽  
Family Enrichment

AbstractThis paper examines the relationship between bi-directional work–family enrichment, psychological capital, and supervisor support in promoting innovative work behavior. We hypothesized that work-to-family enrichment and family-to-work enrichment would have a positive relation with psychological capital. Further, we examined that psychological capital would mediate the relationship between (i) work-to-family enrichment and innovative work behavior, and (ii) family-to-work enrichment and innovative work behavior. We also studied the role of supervisor support as a predictor or moderator for catalyzing innovative work behavior. Data were collected through questionnaire survey from 398 service-sector employees. We analyzed the data using structural equation modeling. Building on the theoretical foundation of broaden-and-build theory, we establish that both work-to-family enrichment and family-to-work enrichment were positively related to psychological capital. Psychological capital fully mediated between bi-directional enrichment and innovative work behavior. Supervisor support was directly related to innovative work behavior. We also suggest interventions for facilitating innovative work behavior.

scholarly journals Examining the External Antecedents of Innovative Work Behavior: The Role of Government Support for Talent Policy

2021 ◽  
Vol 18 (3) ◽  
pp. 1213
Author(s):  
Zaisheng Zhang ◽  
Meng Liu ◽  
Qing Yang
Keyword(s):  
Behavioral Control ◽  
Resource Dependence Theory ◽  
Government Support ◽  
Work Behavior ◽  
Equation Modeling ◽  
Perceived Behavioral Control ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

The innovative work behavior (IWB) or creativity of employees is regarded as the key to the sustainable innovation performance of an organization. In the field of human resource management (HRM), the relationship between an organization’s high-performance work system (HPWS) and IWB has been studied extensively. However, the current understanding of organizational external antecedents is limited. Our paper focuses on an extra-organizational government support factor, government support for talent policy (GSTP). Similar to HRM policies within an organization, GSTP also has an ability–motivation–opportunity framework that may influence the IWB of employees. We integrate the resource dependence theory, institutional theory, and theory of planned behavior (TPB) to propose a theoretical model of the mechanism of GSTP influence on IWB. Using a structural equation modeling approach, we empirically verify the hypotheses in a survey dataset of HRM practitioners in 152 technology-based enterprises in China. The results indicate that the external antecedent, GSTP, positively influences the innovative attitude, subjective norm, and perceived behavioral control of HRM practitioners in the organization. Innovative attitude and perceived behavioral control completely mediated the relationship between GSTP and innovative intention. Moreover, there is a distal indirect effect between GSTP and IWB. The paper contributes to filling a gap in the innovation policy literature. In practice, both HPWS and individual employees should be concerned about the possible role of GSTP.

Impact of Inclusive Leadership on Project Success

2021 ◽  
Vol 12 (1) ◽  
pp. 63-79
Author(s):  
Arslan Mir ◽  
Muhammad Rafique ◽  
Namra Mubarak
Keyword(s):  
Knowledge Sharing ◽  
Project Success ◽  
Work Behavior ◽  
Inclusive Leadership ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
The Impact ◽  
The Relationship

The objective of the present study is to investigate the impact of inclusive leadership on project success with the mediating role of innovative work behavior and moderating role of knowledge sharing. Data were collected from information technology projects in Pakistan. After validating the proposed model, path analysis was conducted. The findings revealed that inclusive leadership is significantly related with innovative work behavior and project success. Further, the findings showed that innovative work mediates the relationship between inclusive leadership and project success. Moreover, knowledge sharing doesn't moderate the relationship between inclusive leadership and innovative work behavior. The theoretical and practical implications and limitations of the study are discussed in detail.

Innovative work behavior in SMEs: the role of transformational leadership

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emil Knezović ◽  
Amina Drkić
Keyword(s):  
Transformational Leadership ◽  
Organizational Justice ◽  
Work Behavior ◽  
Decision Making Process ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Convenience Sampling ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the determinants of innovative work behavior (IWB) by examining the moderating role of transformational leadership in the context of small and medium enterprises (SMEs).Design/methodology/approachThe study surveyed 371 employees from SMEs in Bosnia and Herzegovina by adopting convenience sampling. Hierarchical regression was used to test the hypotheses.FindingsThe findings supported the authors’ assumptions that IWB determinants such as psychological empowerment, participation in the decision-making process and organizational justice are positively related to IWB. Besides, transformational leadership moderates the relationship between organizational justice and IWB.Research limitations/implicationsThe data for this study was collected by using convenience sampling as well as a cross-sectional survey method, which limits the generalization of results.Practical implicationsTo spur the IWB among the employees in SMEs, an organization has to create an environment where psychological empowerment is high, employees have a chance to participate in the decision-making process and organizational rules and procedures are fair. In the case of organizational justice, the relationship shall be stronger if transformational leadership is present.Originality/valueIn SMEs, transformational leadership plays an important role. To the best of the authors' knowledge, this is the first study that demonstrates the moderating effect of transformational leadership on the relationship between one specific IWB determinant and IWB.

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

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.

From conventional to digital leadership: exploring digitalization of leadership and innovative work behavior

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tuğba Erhan ◽  
Hasan Huseyin Uzunbacak ◽  
Erhan Aydin
Keyword(s):  
Textile Industry ◽  
Technological Progress ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Reducing Costs ◽  
Leadership Research ◽  
The Relationship

Purpose The leadership shift from conventional to digital comes from the compulsory digitalization of the workplace because the technological progress provides the opportunity of doing work remotely, and this is a great advantage of reducing costs that stem from the offline workplace. Thus, this research aims at demonstrating the relationship between digitalization of leadership and innovative work behavior. Design/methodology/approach Data were collected from 320 Turkish department managers in the Textile Industry through digital leadership and innovate work behavior scales. The hypotheses were tested using path analysis. The analyses were conducted by using SPSS and AMOS package programs. Findings The results show that the employees’ perceptions of digital leadership have a positive and significant effect on all dimensions of an employee innovative work behavior. Also, the leaders with high digital skills were perceived positively by the employees and the employees tend to adapt innovative behaviors when they have the digitally skilled leaders. Originality/value This study contributes to leadership research by providing evidence for the role of leadership shift in innovative work behavior. Extending the verification of leadership shift in innovative work behavior that can be adopted in Turkey has also been considered.

Exploring the moderating role of core self-evaluation in the relationship between demands and work-family enrichment

2019 ◽  
Vol 12 (2) ◽  
pp. 249-270
Author(s):  
Sarika Jain ◽  
Shreekumar K. Nair
Keyword(s):  
Content Type ◽  
Self Evaluation ◽  
Indian Context ◽  
Work Family ◽  
Sales Employees ◽  
Core Self ◽  
The Relationship ◽  
Work Family Enrichment ◽  
Family Enrichment

Purpose Extant literature reveals that the personality variable, core self-evaluation (CSE) which represents an employee’s self-assessment of himself has rarely been researched with respect to sales employees. The purpose of this paper is to identify the role of personality variable, core self-evaluation (CSE), in the relationship between demands and work – family enrichment. In this study, CSE has been treated as a moderating variable in the relationship between demands and work-family enrichment. This paper also aims to validate the CSE scale developed by Jugde et al. (2003) in Indian context. Design/methodology/approach Data were collected through structured questionnaires from 330 sales employees belonging to firms from some of the major sectors of Indian industry namely, Manufacturing, IT, FMCG, Pharmaceuticals and Financial Services. The study first validated the CSE scale in the Indian context using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). Further, moderated regression analysis (MRA) was used to test the model. Findings The present research supported the 12-item CSE scale in the Indian context. Also, results of MRA suggested that, irrespective of higher work demands, sales employees having higher CSE experience higher levels of work to family enrichment (WFE). In addition, higher CSE employees tend to experience higher levels of FWE at the family front. Research limitations/implications In an emerging economy such as India wherein sales professionals are facing a lot of work demands, organizations should invest in their frontline employees to be able to deliver value for money to the customers and thereby gain competitive advantage. With this realization, managers should acquire and retain frontline employees with positive core self-evaluation. Therefore, organizations should select and try to retain candidates with positive core self-evaluations. Practical implications Corporates should focus on nurturing sales employees’ positive CSE to make sure that their employees can contentedly adjust to various challenging work situations. In addition practices like job transitions, empowerment, enrichment and rewarding employees for their desired performance might be some of the interventions which positively impact core self-evaluations. Originality/value This study contributes to work – family literature by addressing the role of CSE in achieving WFE and FWE among sales employees in Indian context.

scholarly journals The Antecedents of Innovative Work Behavior: The Roles of Self-Monitoring

2017 ◽  
Vol 15 (4) ◽  
pp. 263-270 ◽  
Author(s):  
Jovi Sulistiawan ◽  
Nuri Herachwati ◽  
Silvia Dwi Permatasari ◽  
Zainiyah Alfirdaus
Keyword(s):  
Individual Differences ◽  
Work Behavior ◽  
Innovative Behavior ◽  
Self Monitoring ◽  
Innovative Work Behavior ◽  
Positive Image ◽  
Innovative Work ◽  
The Relationship

In this study, the authors examined why employees engage in innovative behavior even though innovation is a risky behavior. Employees tend to engage in innovative behavior since they expect positive image gains. Besides, employees tend to avoid innovative behavior because it forfeits their image inside organization (expected image risks). Furthermore, the willingness to engage in innovative behavior depends on individual differences. Therefore, the authors tried to examine the role of individual differences, drawing from self-monitoring theory. The surprising findings were the quality of relationship between employees and their peers did not affect employee image risk and self-monitoring did not moderate the relationship between expected image gain and innovative work behavior.

scholarly journals Perilaku Kerja Inovatif ditinjau dari Modal Psikologis, Tuntutan Kerja, dan Sumber Daya Pekerjaan

2019 ◽  
Vol 3 (2) ◽  
pp. 475
Author(s):  
Suci Fadhla Hasanah ◽  
P. Tommy Y.S Suyasa ◽  
Fransisca Iriani Dewi
Keyword(s):  
Path Analysis ◽  
Psychological Capital ◽  
Job Demands ◽  
Work Behavior ◽  
Job Resources ◽  
Ministry Of Health ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

Penelitian ini membahas mengenai hubungan modal psikologis, tuntutan kerja, sumber daya pekerjaan dan perilaku kerja inovatif pada widyaiswara. Tujuan dari penelitian ini adalah untuk melihat variabel mana antara modal psikologis, tuntutan kerja, sumber daya pekerjaan, yang menjelaskan perilaku kerja inovatif. Partisipan pada penelitian ini adalah Widyaiswara pada Kementerian Kesehatan. Berdasarkan path analysis, hasil penelitian menunjukan bahwa perilaku kerja inovatif paling dijelaskan oleh sumber daya dalam pekerjaan (job resource) sebesar (r= 0.241, p < 0.01).  This study discusses the relationship between psychological capital, job demands, job resources and innovative work behavior in widyaiswara. The purpose of this study is to see which variables between psychological capital, job demands, job resources in explaining innovative work behavior. Participants in this study were Widyaiswara at the Ministry of Health. Based on the path analysis, the results of the study show that the most innovative work behavior is explained by job resource of (r = 0.241, p <0.01).

Sign in / Sign up

Export Citation Format

Share Document