High involvement HR systems and innovative work behaviour: the mediating role of psychological empowerment, and the moderating roles of manager and co-worker support

2019 ◽  
Vol 28 (4) ◽  
pp. 525-535 ◽  
Author(s):  
Wali Ur Rehman ◽  
Mansoor Ahmad ◽  
Matthew M. C. Allen ◽  
Muhammad Mustafa Raziq ◽  
Amir Riaz
Keyword(s):  
Psychological Empowerment ◽  
High Involvement ◽  
Mediating Role ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Worker Support ◽  
Hr Systems

THE MEDIATING ROLE OF PSYCHOLOGICAL EMPOWERMENT IN THE RELATIONSHIP BETWEEN KNOWLEDGE SHARING AND INNOVATIVE WORK BEHAVIOUR

2020 ◽  
pp. 2150014
Author(s):  
HAZEM ALDABBAS ◽  
ASHLY PINNINGTON ◽  
ABDELMOUNAIM LAHRECH
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Psychological Empowerment ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Mediating Role ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship

Knowledge sharing (KS) is often considered central to encouraging innovative work behaviour (IWB). We concentrate specifically on the relationship between KS and IWB through the mediating role of psychological empowerment (PE). A stratified sampling method was employed for three organisations operating in the services sector. We obtained 340 completed survey returns from employees. Based on a framework informed by social exchange theory (SET), structural equation modeling (SEM) was implemented to examine the research model and the mediation effect. The main finding is a significant positive relationship between KS and PE from one side and PE and IWB from the other. In addition, there is a significant relationship between KS and IWB. It is concluded that PE partially mediates the relationship between KS and IWB. We recommend that researchers and practitioners further investigate the contribution of KS to promoting PE and IWB that enhance organisational performance.

Transformational leadership and innovative work behaviour: the mediating role of psychological empowerment

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dan Florin Stanescu ◽  
Alexandra Zbuchea ◽  
Florina Pinzaru
Keyword(s):  
Transformational Leadership ◽  
Psychological Empowerment ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Content Type ◽  
Mediating Role ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Cross Sectional Design

Purpose This study aims to explore the relationship between transformational leadership and employees’ innovative work behaviour (IWB), additionally examining the mediating effect of psychological empowerment. Design/methodology/approach The study is based on a cross-sectional design, data being collected from 139 employees through the following structured questionnaires: Multifactor Leadership Questionnaire, IWB and psychological empowerment instrument. Findings The findings revealed a positive and significant relationship between transformational leadership and both IWB and psychological empowerment, as well as the fact that transformational leadership, through psychological empowerment, fosters IWB. Research limitations/implications One of the main weaknesses of this study is the use of a cross-sectional design, which does not allow for an assessment of the cause–effect relation. Also, using a self-reported questionnaire might have brought common method bias. Practical implications The paper shows that, by creating a greater sense of empowerment, leaders could have a higher positive effect on employee’s levels of IWB. Moreover, empowerment acts as one of the most important and effective processes within the transformational leadership framework in fostering innovation among followers. Originality/value This study extends the empirical research on transformational leadership and its influence on employees’ work attitudes. Given the scant research on the role of the psychological empowerment, the results of this study confirm not only its mediating role but also the need for further studies in this direction.

The relation of workplace spirituality with employees’ innovative work behaviour: the mediating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tapas Bantha ◽  
Umakanta Nayak
Keyword(s):  
Structural Equation ◽  
Psychological Empowerment ◽  
Workplace Spirituality ◽  
Business Environment ◽  
Content Type ◽  
Mediating Role ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship

Purpose The purpose of the paper is to examine the relationship between workplace spirituality and employees’ innovative work behaviour and also to check the mediating role of psychological empowerment on this relationship from the lens of self-determination theory (SDT). Design/methodology/approach An internet-based survey was conducted among knowledge workers, i.e. 340 employees (software engineers and product developers) working in different US-based multi-national companies operating in India. The relationships are tested by using partial least squares structural equation modelling (PLS-SEM) and, for mediation, Preacher and Hayes (2008) procedure has been used. Findings The PLS-SEM and Preacher and Hayes (2008) mediation results revealed that there is a significant positive relationship between workplace spirituality and employees’ innovative work behaviour. There is also a substantial effect of workplace spirituality on psychological empowerment and psychological empowerment on employees’ innovative work behaviour. Psychological empowerment is found to be mediating fully between workplace spirituality and employees’ innovative work behaviour. Practical implications In the context of organizations, it will be really beneficial to enhance employees’ innovative work behaviour through inculcating workplace spirituality. Promoting workplace spirituality is one of the prerequisites in organizations towards creating sustainability and establishing an empowered organization in this competitive business environment. Originality/value There is a dearth of studies in linking the relationship between workplace spirituality and employees’ innovative work behaviour with the mediating role of psychological empowerment from the lens of SDT.

scholarly journals Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matej Grošelj ◽  
Matej Černe ◽  
Sandra Penger ◽  
Barbara Grah
Keyword(s):  
Transformational Leadership ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Added Value ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.Design/methodology/approachWe have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.FindingsThe research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.Originality/valueThis paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

Job crafting and psychological capital: a multi-level study of their effects on innovative work behaviour

2021 ◽  
Vol 27 (1/2) ◽  
pp. 145-158
Author(s):  
Jin-Feng Uen ◽  
Rama Krishna Kishore Vandavasi ◽  
Kun Lee ◽  
Prasanthi Yepuru ◽  
Vipin Saini
Keyword(s):  
Psychological Capital ◽  
Job Crafting ◽  
Content Type ◽  
Mediating Role ◽  
Innovative Work ◽  
Multi Level ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Practical Implications

Purpose This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap). Design/methodology/approach This longitudinal study tested a multilevel design in a sample of 163 employees, clustered into 45 teams. Job crafting and PsyCap were aggregated to the team level to examine the effects of team job crafting Time 1 on individual IWB Time 2. In addition, mediation analysis was tested to determine whether team-level job crafting Time 1 can affect individual IWB Time 2 through team PsyCap Time 2. Findings Results found that team job crafting was positively related to individual IWB, and the relationship was mediated by team PsyCap. Practical implications This study includes implications for adopting job crafting behaviour at the team level to improve individual IWB. Originality/value This cross-level study is the first to verify the effects of team job crafting on individual IWB and team PsyCap as a mediator. This study extends the literature on job crafting by using a multilevel design in the analysis.

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