How servant leadership triggers innovative work behavior: exploring the sequential mediating role of psychological empowerment and job crafting

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Tahir Islam ◽  
Asif Rehman ◽  
Syed Saad Ahmed ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Psychological Empowerment ◽  
Work Behavior ◽  
Job Crafting ◽  
Equation Modeling ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work

PurposeThe study aims to examine the mediating role of psychological empowerment and job crafting between servant leadership and innovative work behavior.Design/methodology/approachThe data were collected from 689 knowledge workers employed in Pakistan's service industry. The data collection was done through survey design. The data analysis was done through structural equation modeling using PLS-Smart.FindingsServant leadership was found to be related to psychological empowerment, job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between servant leadership and innovative work behavior. Additionally, psychological empowerment and job crafting were found to be sequential mediators between servant leadership and innovative work behavior.Originality/valueThe study delineated the link mechanism between servant leadership and innovative work behavior.

Leading the innovation: role of trust and job crafting as sequential mediators relating servant leadership and innovative work behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Tahir Islam
Keyword(s):  
Servant Leadership ◽  
Structural Equation ◽  
Work Behavior ◽  
Job Crafting ◽  
Equation Modeling ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work

PurposeThe purpose of the study is to ascertain the role of servant leadership in causing innovative work behavior. The study also examines the mediating role of job crafting and sequential mediating role of trust and job crafting between servant leadership and innovative work behavior.Design/methodology/approachThe data were collected from 258 knowledge workers employed in software houses in Pakistan through survey design. The data analysis was done through structural equation modeling.FindingsThe results of the analysis of 258 respondents show that servant leadership is related with trust, job crafting and innovative work behavior. The mediation analysis revealed that job crafting mediates the relation between servant leadership and innovative work behavior. Finally, the relation between servant leadership and innovative work behavior was found to be sequentially mediated by trust and job crafting.Originality/valueThe current study contributes to delineating the linking mechanism between servant leadership and innovative work behavior. The main contributions of the study are exploring the mediating role of job crafting along with the sequential mediating role of trust and job crafting.

Innovation with flow at work: exploring the role of servant leadership in affecting innovative work behavior through flow at work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Syed Saad Ahmed ◽  
Tahir Islam ◽  
Essa Khan
Keyword(s):  
Servant Leadership ◽  
Structural Model ◽  
Measurement Model ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
Flow At Work

PurposeThis study aims to ascertain the role of servant leadership in inducing flow at work. The study, along with confirming the relation between flow at work and innovative work behavior (IWB), intends to explore the mediating role flow at work plays in relating servant leadership to IWB.Design/methodology/approachThe data collection was conducted through an interviewee-administered questionnaire in three waves that were four weeks apart. The data were collected from 267 respondents. To run the measurement model and structural model, Smart-PLS was used, and Statistical Product and Service Solutions (SPSS) was used to summarize the demographic information and conduct hierarchal regression.FindingsServant leadership is related to flow at work. Additionally, flow at work is related to IWB. Finally, flow at work mediates the relationship between servant leadership and IWB.Originality/valueThe study found servant leadership is related to flow at work. Moreover, the study unearthed the relation between flow at work and IWB. Finally, the study unveiled that flow at work acts as a mediator between servant leadership and IWB.

Transformational leadership and innovative work behavior

2014 ◽  
Vol 114 (8) ◽  
pp. 1270-1300 ◽  
Author(s):  
Bilal Afsar ◽  
Yuosre F. Badir ◽  
Bilal Bin Saeed
Keyword(s):  
Transformational Leadership ◽  
Psychological Empowerment ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Self Construal ◽  
Innovative Work ◽  
The Relationship

Purpose – The purpose of this paper is to explore the mediating role of psychological empowerment and the moderating role of self-construal (independent and interdependent) on the relationship between transformational leadership and employees’ innovative work behavior (IWB). Design/methodology/approach – A total of 639 followers and 87 leaders filled out questionnaires from cross-industry sample of five most innovative companies of China. Structural equation modeling was used to analyze the relations. Findings – Results revealed that psychological empowerment mediated the relationship between transformational leadership and IWB. The research established that transformational leadership positively influences IWB which includes idea generation as well as idea implementation. The results also showed that the relationship between transformational leadership and IWB was stronger among employees with a higher interdependent self-construal and a lower independent self-construal. Originality/value – This study adds to IWB literature by empirically testing the moderating role of self-construal and the mediating role of psychological empowerment on transformational leadership-IWB link.

Do nurses display innovative work behavior when their values match with hospitals’ values?

2018 ◽  
Vol 21 (1) ◽  
pp. 157-171 ◽  
Author(s):  
Bilal Afsar ◽  
Sadia Cheema ◽  
Bilal Bin Saeed
Keyword(s):  
Psychological Empowerment ◽  
Value Congruence ◽  
Work Behavior ◽  
Public Health Care ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
The Impact

Purpose The purpose of this paper is to draw on organizational psychology, innovation and knowledge management literatures to investigate the impact of a nurse’s person-organization (P-O) fit on his/her innovative work behavior (IWB). Furthermore, in order to understand the psychological mechanisms surrounding this relationship, the authors examine the mediating role of psychological empowerment and the moderating role of knowledge sharing behavior. Design/methodology/approach Data were collected from 441 nurses and 73 doctors through structured questionnaires from four public sector hospitals in Thailand. Findings Results of the study indicate that nurse’s P-O fit is positively related to both self (nurse) and doctor’s ratings of innovative behaviors and that psychological empowerment mediates this relationship. These results imply that a nurse’s perception of value congruence impacts his/her perception about feeling of empowerment, which in turn helps in engaging him/her into acts of innovativeness more often. The results also show that the relationship between P-O fit and IWB is stronger among nurses who frequently share their best practices and mistakes with co-workers. Originality/value Employee involvement in innovative work is of crucial importance for organization’s competitiveness, especially in the nursing profession. The compatibility between personal and organizational values is a vital ingredient of our personal, social and professional worlds. Although research has identified some antecedents of nurses’ IWB, it is unclear how P-O fit influence nurses’ IWB. Nurses with stronger value congruence when empowered psychologically may respond more effectively to display IWBs in current dynamic and challenging public health care work environments.

The effect of servant leadership on innovative work behavior and employee knowledge sharing in the Latvian ICT sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fadi Youssef Bou Reslan ◽  
Zanete Garanti ◽  
Okechukwu Lawrence Emeagwali
Keyword(s):  
Servant Leadership ◽  
Knowledge Sharing ◽  
Psychological Needs ◽  
Mediating Effect ◽  
Work Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Ict Companies

PurposeThis study aims to peruse the underlying effect of servant leadership (SL) on innovative work behavior (IWB) and employee knowledge sharing behavior (KSB), directly and through the mediating effect of job autonomy (JA), by using autonomous psychological needs of self-determination theory and embracing Hofstede's framework in information and telecommunication technology (ICT) companies in Latvia.Design/methodology/approachA quantitative analysis of data from 271 employees and managers in Latvian ICT companies was used by applying structural equation modeling.FindingsThe result discloses that SL can promote IWB and KSB directly and through mediating effects of JA.Research limitations/implicationsThe research is constricted by geography and sample data representation from a specific sector. Hence, future studies can determine the gender effects, carry out more preventive measures to avoid common method bias between constructs, measure antecedents and the mediator before outcomes and examine JA as a moderator.Practical implicationsThe findings demonstrate that the Latvian ICT sector should recruit managers with SL potentials, train and equip managers with the required resources to implement SL practices properly and integrate JA across the organization to increase the manifestation of IWB and KSB.Originality/valueThis paper is the first to examine JA as the underlying process through which SL’s effects on IWB and KSB are explained in an individualistic country.

An integrative framework of innovative work behavior for employees in SMEs linking knowledge sharing, functional flexibility and psychological empowerment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Yasir ◽  
Abdul Majid ◽  
Zahid Yousaf ◽  
Abdelmohsen A. Nassani ◽  
Mohamed Haffar
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Psychological Empowerment ◽  
Work Behavior ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Functional Flexibility ◽  
Innovative Work

PurposeThis study aims to propose a model based on knowledge sharing (KS) to explore that how functional flexibility (FF) and psychological empowerment (PE) plays a mediating role between KS and innovative work behavior (IWB) among employees of small and medium enterprises (SMEs).Design/methodology/approachCross-sectional plan was employed to investigate the hypothesized model. Survey instrument was used to collect data from 769 employees of SMEs through self-administered questionnaires. Furthermore, correlation and structural equation modeling approach was used for the analysis of collected data.FindingsThe findings revealed that KS has a significant positive relationship with IWB. Second, FF and PE fully mediate between KS and IWB.Originality/valueThis study offers empirical evidence how to flourish a mechanism of IWB among employees in SMEs. Furthermore, this study highlighted some facts that should be meaningful options for human resource managers to understand the nexus of KS, FF and PE for enhancing the IWB among workers in SMEs. Moreover, the study in hand provided significant implications for management by focusing on KS as a fundamental predictor for IWB via FF and PE.

The Impact of Servant Leadership on Employees’ Innovative Work Behaviour-Mediating Role of Psychological Empowerment

2019 ◽  
Vol 5 (3) ◽  
pp. 10-21 ◽  
Author(s):  
Naveed Ahmad Faraz ◽  
Muhammad Farhan Mughal ◽  
Fawad Ahmed ◽  
Ali Raza ◽  
Muhammad Khalid Iqbal
Keyword(s):  
Servant Leadership ◽  
Psychological Empowerment ◽  
Idea Generation ◽  
Work Behavior ◽  
Equation Modeling ◽  
Future Research ◽  
Unique Contribution ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Impact

Change is the only constant phenomenon in this world, and organizations can bring it through innovation. This innovation ultimately leads to an organization’s competitive edge and sustainability. Every new idea primarily originates in the minds of individuals, and when it’s implemented successfully, it contributes to overall organizational innovation. Nurturing employees’ innovative work behavior (EIWB) is prudent for every organization looking to enhance its innovative outcomes. This research, at first, aimed to examine the influence of servant leadership (SL) at three distinctive levels of employees’ innovative work behavior (EIWB); namely, idea generation, idea promotion, and idea realization. Then, we investigated the influence of SL on overall EIWB. Finally, employees’ Psychological Empowerment (PE) is assessed as a mediator through which SL exerts its influence on EIWB. Servant leadership in conjunction with Social Exchange theories were used to develop the conceptual model of this research. Cross-sectional data were collected from 283 entry-level officers working in different Power Sector Companies of Pakistan. Partial least squares structural equation modeling (PLS-SEM) was employed through Smart-PLS 3.2.8 software to analyze the hypothesized relationships. The findings of this research show that SL positively influences each stage of EIWB as well as EIWB at an integrated level. Employees’ Psychological Empowerment (PE) partially mediates the positive influence of SL on EIWB. This research is one of the pioneers to examine the influence of SL at different levels of EIWB. Further, investigating employees’ PE as mediating between the relationship of SL and EIWB is also a unique contribution of this research. Besides offering the theoretical and managerial implications, detailed discussion on the results is carried out. Lastly, the limitations of this study and potential avenues for future research are highlighted.

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