Leadership and innovative work behaviour within Ghanaian metropolitan assemblies: mediating role of resource supply

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Baafi ◽  
Abraham Ansong ◽  
Kennedy Etse Dogbey ◽  
Nicodemus Osei Owusu
Keyword(s):  
Transformational Leadership ◽  
Local Government ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Public Servants ◽  
Content Type ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
Innovative Work Behaviour

PurposeThis study explores the role of transformational leadership, transactional leadership and resource supply in enhancing innovative work behaviour using the mediation model.Design/methodology/approachSurvey data was gathered from 314 local government staff from the six metropolitan assemblies in Ghana. Structural equation modelling was used for the analysis.FindingsThe results suggest that transformational and transactional leadership behaviours provided an impetus for innovative behaviours. Also, resource supply was found to mediate the relationship between transformational leadership behaviours and innovative work behaviour.Practical implicationsPublic managers can improve the innovative behaviour of public servants by providing resources for innovation, setting up proper reward structures, communicating vision clearly and clarifying performance expectations.Originality/valueThis is the first study to investigate innovative work behaviour within the Ghanaian local government sector and the context of a developing country in Africa. The study extends the literature on innovative work behaviour by exploring the role of leadership and resource supply.

Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael K. Mickson ◽  
Alex Anlesinya ◽  
Ebenezer Malcalm
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Public Sector ◽  
Local Government ◽  
Transactional Leadership ◽  
Diversity Climate ◽  
Content Type ◽  
Intrinsic Job Satisfaction ◽  
The Relationship

PurposeThis study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.Design/methodology/approachThe study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.FindingsThe results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.Practical implicationsThis means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.Originality/valueAlthough studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

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.

Psychological identification with job: a leadership-OCB mediator

2019 ◽  
Vol 27 (3) ◽  
pp. 548-565
Author(s):  
Kwasi Dartey-Baah ◽  
Seth Ayisi Addo
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Job Involvement ◽  
Content Type ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Formal Requirements

Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

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.

Leadership styles and organisational innovation in Vietnam: does employee creativity matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nhat Tan Nguyen ◽  
Lai Wan Hooi ◽  
Mohan V. Avvari
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Employee Creativity ◽  
Cross Sectional ◽  
Content Type ◽  
Organisational Innovation

PurposeThis paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.Design/methodology/approachA cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.FindingsTransformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.Practical implicationsResults of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.Originality/valueWhile there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.

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 Does Meaningful Work Explains the Relationship Between Transformational Leadership and Innovative Work Behaviour?

2019 ◽  
Vol 44 (1) ◽  
pp. 30-40 ◽  
Author(s):  
Sajeet Pradhan ◽  
Lalatendu Kesari Jena
Keyword(s):  
Transformational Leadership ◽  
Meaningful Work ◽  
Executive Summary ◽  
Mediating Role ◽  
Two Samples ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship

Executive Summary Transformational leaders motivate their followers to relook their job by elevating the status of the job from being boring, repetitive and menial into something more meaningful and significant. This ascendance of employee’s job as something important and its contribution to overall organizational vision is what prompts them to engage in innovative work behaviour. Therefore, it would be interesting to test the indirect effect of transformational leadership on followers’ innovative work behaviour as mediated through followers’ perception of meaningful work. The current study is set to serve two purposes. First, to clear the confusion regarding the findings related to transformational leadership’s influence on employee’s innovative work behaviour. Second, to investigate the mediating role of meaningful work in explaining the relationship between transformational leadership and innovative work behaviour. Data was collected from two samples, Sample I (349 executives) and Sample II (539 executives), working in two different manufacturing organizations in Eastern India. The results of both the samples confirm that transformational leadership significantly influences employee’s innovative work behaviour. Also, the study (both Samples I and II) finds meaningful work to partially mediate the relationship between transformational leadership and employees’ innovation. In order to lend further credibility to our mediation finding, we carried out Sobel test and bootstrapping technique to strengthen our assertion. This study replicates previous empirical investigations by exploring the relationship between transformational leadership and employee’s innovative behaviour at work in Indian manufacturing context. The study also strives to enrich the extant literature by testing the mediating role of meaningful work in explaining the relationship between transformational leadership and employee innovation.

Unravelling the nexus between creative self-efficacy, humble leadership, innovative work behaviour and job performance amongst physicians in public hospitals

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joather Al Wali ◽  
Rajendran Muthuveloo ◽  
Ai Ping Teoh
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Public Hospitals ◽  
Content Type ◽  
Mediating Role ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Creative Self ◽  
The Relationship ◽  
Humble Leadership

PurposeThe study aims to examine the relationship between innovative work behaviour (IWB) and JP amongst physicians in Iraq public hospitals. The study also determines the effects of creative self-efficacy (CSE) and humble leadership (HL) on IWB. Besides, the study investigates the mediating role of IWB on the relationship between CSE and JP as well as between HL and JP.Design/methodology/approachA total of 332 respondents participated in the survey, although 173 responses were utilised after data screening. The study employs the structural equation modelling via partial least squares (PLS-SEM) to ascertain the relationship between the variables.FindingsEvidence from the study indicates that IWB has a positive relationship with JP, whilst CSE and HL are significant determinants of IWB amongst physicians in Iraq public hospitals. The study provides evidence that IWB plays a positive mediating role in the relationship between CSE and JP as well as between HL and JP amongst physicians in Iraq public hospitals.Originality/valueThe study implies that the JP of physicians in Iraq public hospitals can be enhanced by IWB, whilst the latter can be improved by CSE and HL. The influences of CSE and HL on JP can be boosted by IWB. Hence, efforts to promote IWB should be vigorously pursued by Iraq public hospitals to foster the physicians' JP.

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.

Servant leadership and employee innovative behaviour: exploring psychological pathways

2020 ◽  
Vol 41 (6) ◽  
pp. 813-827 ◽  
Author(s):  
Amjad Iqbal ◽  
Khawaja Fawad Latif ◽  
Muhammad Shakil Ahmad
Keyword(s):  
Servant Leadership ◽  
Social Exchange ◽  
Structural Equation ◽  
Psychological Safety ◽  
High Rate ◽  
Equation Modeling ◽  
Design Data ◽  
Content Type ◽  
Innovative Behaviour

PurposeDrawing on social exchange theory (SET) and conservation of resource (COR) theory, the purpose of this research is to examine the relationship between servant leadership and employees' innovative behaviour and explore the neglected mediating role of psychological safety and thriving.Design/methodology/approachFollowing cross-sectional research design, data was collected from 347 employees of large size information technology (IT) companies in Pakistan. Partial least squares structural equation modeling (PLS-SEM) technique was used for data analysis.FindingsThe results reveal that servant leadership has direct and positive relationship with employees' innovative behaviour. Moreover, psychological safety and thriving partially mediate this relationship.Practical implicationsThis research reinforces the role of servant leadership in organizations striving for a high rate of innovation. Findings of this study suggest managers to practice servant leadership behaviours which enhance employees psychological resources: psychological safety and thriving and prompt them to engage in innovative behaviour.Originality/valueThis research makes novel contribution to the incipient literature by providing first empirical evidence on the simultaneous role of psychological safety and thriving in translating the influence of servant leadership on employees' innovative behaviour.

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