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.

The impact of a proactive personality on innovative work behavior: the role of work engagement and transformational leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Namra Mubarak ◽  
Jabran Khan ◽  
Robina Yasmin ◽  
Atasya Osmadi
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Research Question ◽  
Proactive Personality ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

PurposeThrough the lens of social exchange theory, this study aims to assess the relationship between proactive personality and innovative work behavior by incorporating the mediating role of work engagement and moderating role of transformational leadership between proactive personality and work engagement.Design/methodology/approachData were collected from 259 employees working in Pakistani small-medium enterprises (SMEs). The purposive sampling technique was used to collect data. For hypothesis testing, Preacher and Hayes process macro was employed.FindingsConfirmatory factor analysis verified the distinctiveness of the variables used in this study. The findings show that a proactive personality had a positive influence on innovative work behavior directly and indirectly through work engagement, and transformational leadership positively moderates the relationship between a proactive personality and work engagement in such a way that with high transformational leadership behavior relationship will be strengthened.Originality/valueThis study has addressed three research questions that have been left unanswered in the literature. The initial research question is “how proactive personality enhances innovative work behavior?” This study found that proactive personality enhanced innovative work behavior. The second research question is “what are the suggested mechanisms for proactive personality to promote innovative work behavior?” This study has proven that a proactive personality enhanced innovative work behavior through an important mediating mechanism, namely work engagement. Finally, the third question of the study is “does transformational leadership moderate the relationship between proactive personality and work engagement? The study shows that transformational leadership positively moderates between proactive personality and work engagement.

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.

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.

Boundary integration and innovative work behavior among nursing staff

2019 ◽  
Vol 22 (1) ◽  
pp. 2-22 ◽  
Author(s):  
Muhammad Yasir ◽  
Abdul Majid
Keyword(s):  
Nursing Staff ◽  
Work And Family ◽  
Test Theory ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Boundary Integration ◽  
Innovative Work ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the impact of boundary integration (BI) on innovative work behavior (IWB) of nursing staff. Furthermore, in order to understand the constructive role of BI, this study also examines the mediating role of work-to-family enrichment (WFE) and moderating role of co-worker and supervisor support.Design/methodology/approachData were collected from 786 nurses and 144 doctors (nurse supervisors) through self-administered questionnaires from public sector hospitals in Pakistan. Descriptive statistics, correlation, Baron and Kenny approach (Causal steps approach), PROCESS Macro (Normal Test Theory) developed by Hayes and hierarchical regression approaches were used to analyze the collected data that provide several interesting results for the formulated hypotheses.FindingsResults indicated that BI among nursing staff is positively related to doctors’ rating of innovative behaviors. Moreover, WFE mediates the relationship of BI and IWB. Furthermore, the results also confirmed that the relationship between BI and IWB is stronger among those nurses who frequently received support from co-workers and supervisors.Originality/valueEmployees’ involvement in innovative work is of crucial importance for organization’s strength, especially in health care sector. Although researchers have identified various antecedents of nurses’ IWB, however, it is still unclear how BI influences IWB. Moreover, this study focuses on another important element of workplace support and argues that nurses who can successfully manage work and family matters through the integration of boundaries have greater opportunities to achieve enrichment and respond more effectively to demonstrate IWB.

The role of job crafting and knowledge sharing on the effect of transformational leadership on innovative work behavior

2019 ◽  
Vol 48 (5) ◽  
pp. 1186-1208 ◽  
Author(s):  
Bilal Afsar ◽  
Mariam Masood ◽  
Waheed Ali Umrani
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Mediating Effect ◽  
Work Behavior ◽  
Job Crafting ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

Purpose The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior. Design/methodology/approach A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates. Findings The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior. Practical implications Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment. Originality/value This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.

Linking ethical leadership to followers' innovative work behavior in Pakistan: the vital roles of psychological safety and proactive personality

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Israr Ahmad ◽  
Yongqiang Gao ◽  
Fangguo Su ◽  
Muhammad Kamran Khan
Keyword(s):  
Ethical Leadership ◽  
Leadership Behavior ◽  
Psychological Safety ◽  
Proactive Personality ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

PurposeThis study examines the link between ethical leadership and innovative work behavior. Also, drawing on the substitute for leadership theory, this study investigates the role of a follower's proactive personality in the relationship between ethical leadership and innovative work behavior (IWB). Similarly, this study further explores the role of psychological safety in this relationship.Design/methodology/approachThe data for this study were collected from software development companies based in Islamabad, Pakistan. A total of 240 employees and their immediate supervisors were asked to participate in this study. Processes Macro and Amos were used to assess study hypotheses.FindingsUsing data from software companies in Pakistan, this study found that ethical leadership can be effective to enhance IWB in followers whose proactive personality is low, while this effect is limited in high proactive individuals. Furthermore, psychological safety mediates the main effect of ethical leadership on IWB as well as the interactive effect between ethical leadership and follower's proactive personality on IWB.Originality/valueThis study is among the first to investigate the moderating role of employees' proactive personality in the relationship between ethical leadership and followers' IWB. Secondly, draws on the substitute for leadership perspective, this study explains that how the role of ethical leadership can be less effective for high proactive individuals or how individual characteristics can substitute leadership behavior. Thirdly, this study deepens our understanding of the mechanisms linking ethical leadership to IWB by exploring the role of psychological safety as a mediator. Finally, our research is based on data collected from Pakistan might also add some new insights to the existing west-dominated literature.

Transformational leadership and innovative work behavior

2019 ◽  
Vol 23 (3) ◽  
pp. 402-428 ◽  
Author(s):  
Bilal Afsar ◽  
Waheed Ali Umrani
Keyword(s):  
Transformational Leadership ◽  
Task Complexity ◽  
Work Behavior ◽  
Organizational Level ◽  
Motivation To Learn ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Innovation Climate

Purpose The purpose of this paper is to investigate the effect of transformational leadership on employee’s innovative work behavior, and the mediating role of motivation to learn, and the moderating role of task complexity and innovation climate on the link between transformational leadership and innovative work behavior. Design/methodology/approach A questionnaire, designed as a self-reported survey, was distributed to full-time employees and their respective supervisors working in 35 firms (services and manufacturing sectors) in Pakistan. Data were collected from 338 employee–supervisor dyads. The hypotheses were tested using structural equation modeling. Findings Results showed that transformational leadership had a positive impact on employees’ innovative work behavior and motivation to learn mediated transformational leadership–innovative work behavior link. The study further showed that task complexity and innovation climate moderated the relationship between transformational leadership and employees’ innovative work behavior. Research limitations/implications Based on the premises of interactionist perspectives on individual innovation, this study integrated multi-level variables to investigate leaders’ influences on followers’ innovative work behavior. This study contributed to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ innovative work behavior as well as the impact of both individual and organizational level variables. Practical implications The close connection among transformational leadership, motivation to learn and innovative work behavior suggests that transformational leadership traits among managers are important to enhance employees’ innovative work behavior. Organizations should pay attention to creating a climate that is supportive of innovation and encourage individuals to learn new knowledge and skills, and provide employees with opportunities to use their acquired knowledge and skills. Originality/value This paper contributed to leadership and innovation literatures and provided insights into how the practitioners could use an appropriate leadership style to enhance innovative work behavior among employees. The study adopted a distinct model comprising five variables to investigate innovative work behavior from a multi-level perspective, i.e., motivation to learn and innovative work behavior at the individual level, task complexity at the unit level and innovation climate and leadership at the organizational level. This integrated model of using predictors from multiple levels supported the theoretical assumptions that innovative work behavior resulted from the interaction of individual, group and organizational level factors.

Does love of money matter for innovative work behavior in public sector organizations? Evidence from Indonesia

2020 ◽  
Vol 34 (1) ◽  
pp. 71-85
Author(s):  
Ely Susanto
Keyword(s):  
Public Sector ◽  
Civil Servants ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Love Of Money ◽  
Public Sector Organizations ◽  
Innovative Work ◽  
The Relationship

PurposeThis paper aims to test the impact of public service motivation (PSM) and love of money (LOM) on innovative work behavior (IWB) and the moderating role of love of money on the relationship between PSM IWB in the public-sector environment.Design/methodology/approachA total of 400 sets of questionnaires were distributed to camat (district heads) and lurah (sub-district heads), civil servants in Yogyakarta municipality, Indonesia. The final sample selected for analysis was comprised of 241 paired data responses. Multiple hierarchical regression analysis was used to test the study's hypotheses.FindingsThis study found that PSM does not positively influence IWB, whereas LOM does. This study also confirmed the moderating role of LOM in the relationship between PSM and IWB.Research limitations/implicationsFirst, the sample size is limited to civil servants working at districts (kecamatan) and sub-districts (kelurahan) in Yogyakarta municipality. Such a limited amount of sample may have an impact on the findings. Second, causal inferences are difficult to achieve as this study employed cross-sectional data. Longitudinal studies should, thus, be considered for future studies. Third, most respondents are 46–50 years old.Practical implicationsLeaders in public organizations should consider the living conditions of their civil servants when drafting policies to encourage innovative behavior. Theoretically, intrinsic motivation is the dominant factor that encourages people to behave innovatively. This theory, however, may not be viable when applied in a condition where civil servants face a difficult life as a result of their relatively low level of salary. Under such conditions, monetary reward policy can subsequently be an alternative to encourage them to behave innovatively.Social implicationsLeaders should carefully pay attention to this policy and follow what Tang and Ciu (2003) and Frey and Jegen (2001) suggest. As an LOM attitude can lead to improper behaviors (Tang and Ciu, 2003), monetary rewards should be used as a support rather than as a control in reference to the civil servants. Moreover, leaders should consistently maintain the sustainability of their monetary policy to improve IWB. This is because they have changed their focus to monetary rewards rather than intrinsic motivation. When this policy is terminated, it may impact the diminishing IWB.Originality/valueScholars and practitioners agree that IWB can help public-sector organizations improve performance. While most existing research has been conducted in the context of the private sector, this study investigates IWB in the context of public sector organizations. Previous studies have also indicated that the battle between two approaches, utilitarianism and romanticism, continues. Therefore, this study is designed to enrich the debate about this struggle between the two approaches in order to uncover ideas that help explain IWB in a developing country.

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