Principal empowering leadership and teacher innovative behavior: a moderated mediation model

2016 ◽  
Vol 30 (6) ◽  
pp. 1030-1044 ◽  
Author(s):  
Panagiotis Gkorezis
Keyword(s):  
Role Conflict ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Mediation Model ◽  
Empowering Leadership ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Moderated Mediation Model ◽  
Innovative Work ◽  
The Relationship

Purpose – The purpose of this paper is to contribute to extant literature by linking principal empowering leadership to teachers’ innovative work behavior. By doing so, the author attempts to provide a more nuanced understanding of this relationship by examining a moderated mediation model which encompasses exploration as a mediator and role conflict as a moderator. Design/methodology/approach – Data were collected from 201 public teachers. In order to examine the present hypotheses bootstrapping analysis, Sobel test and SPSS macro were used. Findings – The results demonstrated that teacher exploration mediates the relationship between empowering leadership and innovative work behavior and, further, that this indirect effect is contingent on role conflict. Practical implications – Based on the present findings, in order to enhance innovation, schools need to promote both empowering leadership style and their teachers’ exploration. Moreover, principals should refrain from providing conflicting orders and expectations from their teachers because such conditions will eliminate the positive effect of their empowering behaviors on teachers’ exploration and innovative work behavior. Originality/value – This is the first study that develops and tests a moderated mediation model regarding the relationship between principal empowering leadership and teacher innovative behavior.

Leader’s strategy to encourage employee’s innovative work behavior in multicultural workplace: do supportive colleagues matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kamila Usmanova ◽  
Daoping Wang ◽  
Amjad Younas
Keyword(s):  
Work Behavior ◽  
Three Dimensions ◽  
Foreign Workers ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Moderated Mediation Model ◽  
Motivating Language ◽  
Innovative Work ◽  
Creative Self ◽  
The Relationship

Purpose In recent years, China’s growing global economic influence has attracted more foreign workers, requiring leaders to have effective communication skills to manage diverse personnel to drive innovations. Although previous research studies revealed the effects of a leader’s motivating language (ML) on employee’s innovativeness, the mechanism and the boundary conditions for stimulating the relationship between ML and innovative work behavior (IWB) are scarce. Therefore, this study aims to examine employee’s creative self-efficacy (CSE) as a mechanism and coworker support (CS) as a boundary condition in the relationship between ML’s dimensions and IWB. Design/methodology/approach To test the moderated mediation model, this study collected the data from 283 workers and their respective supervisors at a Beijing-based multinational network company. The research applied a quantitative approach. SPSS and AMOS were used to analyze the data. Findings ML’s dimensions are positively linked to IWB. CSE was found as a mediator in these relationships. CS did not play its moderation roles on ML – CSE, ML – IWB direct or ML – IWB indirect (via CSE) links. ML’s direction-giving speech is found to be more effective in predicting CSE and IWB. Originality/value This is the first paper to examine the impacts of the three dimensions of ML on IWB.

Moderated mediation model of relationship between perceived organizational justice and counterproductive work behavior

2016 ◽  
Vol 7 (2) ◽  
pp. 64-81 ◽  
Author(s):  
Mingzheng Wu ◽  
Xiaoling Sun ◽  
Delin Zhang ◽  
Ci Wang
Keyword(s):  
Organizational Justice ◽  
Moral Identity ◽  
Moderated Mediation ◽  
Job Burnout ◽  
Mediating Effect ◽  
Work Behavior ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose This study aimed to develop a moderated mediation model to explain the relationship between perceived organizational justice and the counterproductive work behavior (CWB) of Chinese public servants. In this model, the authors assumed that job burnout mediates the relationship between perceived organizational justice and CWB and that moral identity moderates the relationship between job burnout and CWB. Design/methodology/approach A total of 210 public servants in China participated in this study, and their characteristics were measured by self-report tools. Hierarchical multiple regression analyses were used to test the moderated mediation model. Findings Analysis of the data demonstrated that perceived organizational justice, job burnout and moral identity influenced CWB. Moral identity moderated the relationship between job burnout and CWB, such that individuals with low moral identity are more likely to engage in CWB. Moreover, job burnout mediated the effect of perceived organizational justice on CWB, and the mediating effect of job burnout was moderated by moral identity. The indirect effect of perceived organizational justice on CWB through job burnout was significant among individuals with low moral identity but not among individuals with high moral identity. Research limitations/implications The findings highlight the self-regulatory function of moral identity in preventing CWB. Practical implications The study offers several significant suggestions to reduce CWB in Chinese public sector administration, such as by improving organizational justice perception, recruiting and selecting individuals with reference to their moral identity and monitoring employees’ job burnout regularly. Originality/value The authors developed and verified a moderated mediated model on the relationship between perceived organizational justice and CWB. The study revealed that job burnout has a mediating effect on the perceived organizational justice–CWB relation, providing important insights into the processes through which perceived organizational justice affects CWB.

Towards a moderated mediation model of innovative work behaviour enhancement

2014 ◽  
Vol 27 (4) ◽  
pp. 642-659 ◽  
Author(s):  
Jol M. Stoffers ◽  
Beatrice I.J.M. Van der Heijden ◽  
Guy L.A. Notelaers
Keyword(s):  
Firm Performance ◽  
Structural Equation ◽  
Moderated Mediation ◽  
Equation Modeling ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship

Purpose – The purpose of this paper is to investigate a moderated mediation model of innovative work behaviour enhancement. Perceived firm (organizational and market) performance was assumed to moderate the relationships between leader-member exchange (LMX) and organizational citizenship behaviour (OCB), on the one hand, and employability, on the other hand. In a preciously validated human resources management (HRM) model, employability appeared to be a full mediator in the relationship between LMX and OCB, and innovative work behaviour, being the outcome measure. Design/methodology/approach – Data were collected from a sample of 487 pairs of employees and their immediate supervisors working in 151 small and medium-sized enterprises (SMEs). Structural equation modeling (SEM) was used to confirm the factor structure of the baseline model variables, including LMX, OCB, employability, and innovative work behaviour. The moderating effect of firm performance was tested using multi-group SEM. Findings – Results indicated that firm performance had a substantial influence on the baseline model's relationships. More specifically, firm performance appeared to moderate partially a mediation model wherein LMX was assumed to be associated with innovative work behaviour, through employability, being the mediator. Moreover, firm performance also appeared to moderate conclusively a model with employability as a mediator in the relationship between OCB and innovative work behaviour. Originality/value – To the best of our knowledge, this is the very first study that investigates a mediation model of innovative work behaviour enhancement moderated by firm performance. It appears that high- vs low-performance firms present very different organizational environments for an employee to work in. Obviously, these situational factors affect workers’ employability. This study adds particular knowledge to the scholarly literature in this field since not much is known about the science and practice of HRM within SMEs.

Empowering leadership and innovative work behavior: a moderated mediation examination

2019 ◽  
Vol 23 (5) ◽  
pp. 915-930 ◽  
Author(s):  
Umamaheswara Rao Jada ◽  
Susmita Mukhopadhyay ◽  
Rohit Titiyal
Keyword(s):  
Knowledge Sharing ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Role Clarity ◽  
Empowering Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Cross Sectional Design

Purpose The purpose of the paper is to investigate the relationship between empowering leadership and the innovative work behavior of employees. Utilizing a moderated mediation mechanism, the study additionally uncovers the mediating impact of knowledge sharing and the moderating influence of role clarity in the proposed model. Design/methodology/approach Cross-sectional design was used in the study, and developed questionnaires were administered to 235 supervisor-subordinates dyads working in Indian organizations to test the proposed relationships. SPSS 20 and AMOS 20 were used for statistical analysis. Findings The hypothesized moderated mediation model was supported. Knowledge sharing mediated the relationship between empowering leadership and innovative work behavior. The moderating impact of role clarity between empowering leadership and knowledge sharing was supported. It was also observed that stronger role clarity strengthened the indirect relationship between empowering leadership and innovative work behavior. Overall, the study shows that empowering leaders creates a cultivating climate for innovative work behavior by encouraging knowledge sharing among the members subject to clear identification of employee roles. Research limitations/implications Cross-sectional design of the study limits the authors from drawing definitive generalizations. Self-reported measures used in the study increase the chances of bias. Practical implications Findings of the study can be utilized by leaders for promoting innovative work behavior in the organization, which has been identified as a key to organizational growth and development. Originality/value The study attempts to address the under developed relationship between empowering leadership and innovative work behavior.

Ethical leadership, frustration, and humor: a moderated-mediation model

2018 ◽  
Vol 39 (5) ◽  
pp. 665-678 ◽  
Author(s):  
Matthew Valle ◽  
Micki Kacmar ◽  
Martha Andrews
Keyword(s):  
Ethical Leadership ◽  
Affective Commitment ◽  
Positive Mood ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Mediation Model ◽  
Surface Acting ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain. Design/methodology/approach Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model. Findings Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger. Research limitations/implications Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership. Originality/value This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

A moderated mediation model of employee experienced diversity management: openness to experience, perceived visible diversity discrimination and job satisfaction

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Shahin Alam ◽  
DuckJung Shin
Keyword(s):  
Job Satisfaction ◽  
Social Identity Theory ◽  
Cognitive Theory ◽  
Diversity Management ◽  
Moderated Mediation ◽  
Openness To Experience ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

PurposeThis study developed and tested a moderated mediation model on workplace diversity management. The analysis examined whether diversity management affects job satisfaction via perceived discrimination, depending on employees' openness to experience.Design/methodology/approachBuilding upon the assumptions of social identity theory, social cognitive theory and Big-Five theory, this study proposed and tested a model that analyzes the process through which diversity management influences perceived visible diversity discrimination and job satisfaction, depending on employees' openness to experience.FindingsThis study found support for the proposed moderated mediation model, which suggests that diversity management interacts with employees' openness to experience personality to influence their job satisfaction through perceived visible diversity discrimination. The results indicated that diversity management increased employees' job satisfaction in the workplace and that the relationship between diversity management and job satisfaction was further mediated by employees' perceptions of being discriminated against because of their age, gender and racial identities. The effect of diversity management on job satisfaction through perceived visible diversity discrimination was stronger when employees had high levels of openness to experience.Practical implicationsThe results of the study suggest that the diversity management is an important organizational intervention to improve job satisfaction by providing a scientific explanation of its underlying psychological process and identifying the factors associated with the process, such as personality and perception of being discriminated.Originality/valueThis study contributes to extend the diversity management literature by applying the assumptions of social identity theory, social cognitive theory and Big-Five theory together to identify the relationship between diversity management and job satisfaction and the effect of perceived discrimination and openness to experience in the relationship.

scholarly journals Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status

2019 ◽  
Vol 24 (2) ◽  
pp. 127-149 ◽  
Author(s):  
Ghulam Ali Arain ◽  
Zeeshan Ahmed Bhatti ◽  
Imran Hameed ◽  
Yu-Hui Fang
Keyword(s):  
Self Efficacy ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Top Down ◽  
Diverse Range ◽  
Mediation Effects ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Knowledge Hiding

Purpose This paper aims to examine the consequences for innovative work behavior (IWB) of top-down knowledge hiding – that is, supervisors’ knowledge hiding from supervisees (SKHS). Drawing on social learning theory, the authors test the three-way moderated-mediation model in which the direct effect of SKHS on IWB is first mediated by self-efficacy and then further moderated by supervisor and supervisee nationality (locals versus foreigners). Design/methodology/approach The authors collected multi-sourced data from 446 matched supervisor-supervisee pairs working in a diverse range of organizations operating in the Kingdom of Saudi Arabia. After initial data screening, confirmatory factor analysis was conducted to test for the factorial validity of the used measures with AMOS. The hypothesized relationships were tested in regression analysis with SPSS. Findings Results showed that SKHS had both direct and mediation effects, via the self-efficacy mediator, on supervisee IWB. The mediation effect was further moderated by supervisor and supervisee nationality (local versus foreigners), which highlighted that the effect was stronger for supervisor–supervisee pairs that were local-local or foreigner-foreigner than for pairs that were local-foreigner or foreigner-local. Originality/value This study contributes to both knowledge hiding and IWB literature and discusses the useful theoretical and practical implications of the findings.

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.

Sign in / Sign up

Export Citation Format

Share Document