Transformational leadership and innovative work behavior in three-star hotels: mediating role of leader-member exchange, knowledge sharing and voice behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shahbaz Sharif ◽  
Korakod Tongkachok ◽  
Mansoor Akbar ◽  
Khurshed Iqbal ◽  
Rab Nawaz Lodhi
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Work Behavior ◽  
Frontline Employees ◽  
Voice Behavior ◽  
Sound System ◽  
Content Type ◽  
Social Exchanges ◽  
Innovative Work Behavior ◽  
Member Exchange

Purpose Different leadership styles are used to make innovations in organizations. So, a sound system of social exchanges has always been a need in this dynamic and technological world to challenge organizational problems. Drawing on the social exchange theory, this study aims to empirically investigate the mediating relationship of a set of social exchanges, e.g. leader-member exchange (L.M.X.), knowledge sharing behavior (K.S.B.) and voice behavior (V.B.), between transformational leadership (T.L) and innovative work behavior (I.W.B). Particularly, it explores the best social exchange behavior between T.L and I.W.B that plays a highly constructive role in the innovativeness of the hospitality industry in Pakistan. Design/methodology/approach The study targeted 403 frontline employees from hotels situated near Swat Valley, Pakistan. The study used a quantitative approach by using a convenient sampling technique. Structural equation modeling was run by using Smart partial least square 3.3.3 to test the proposed model. Findings The research supported that T.L significantly influenced I.W.B via a L.M.X., K.S.B. and V.B. T.L did not directly and significantly influence I.W.B so, there were full mediations between T.L and I.W.B. Specifically, knowledge-sharing behavior played a highly constructive role in innovativeness. Research limitations/implications The study targeted frontline employees from one place, Swat valley; however, data collection from different tourist places may generalize the results based on social exchanges and innovative behavior. A dyadic interaction between top-level and middle-level management may closely trace the innovative ideas among the employees. Practical implications The study found knowledge sharing to be a highly effective mechanism that supports employee innovation more than a L.M.X. and V.B. As a result, the managers should establish a sound system of knowledge sharing, which means a knowledge economy so that employees innovativeness can be boosted and promoted. Originality/value The present study was the first study in the hotel industry of Pakistan that reveals a highly effective mediating mechanism: K.S.B., which exists with T.L to increase workers’ innovativeness highly.

Linking paternalistic leadership to follower's innovative work behavior: the influence of leader–member exchange and employee voice

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Muhammad Ali Asadullah ◽  
Wang Qun ◽  
Sahar Khadim
Keyword(s):  
Work Behavior ◽  
Moral Leadership ◽  
Employee Voice ◽  
Voice Behavior ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Innovative Work Behavior ◽  
Member Exchange ◽  
Innovative Work

PurposeThis study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.Design/methodology/approachSelf-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).FindingsThe two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.Practical implicationsThe organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.Originality/valueThis study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.

scholarly journals The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

2021 ◽  
Vol 13 (8) ◽  
pp. 4333
Author(s):  
Cem Işık ◽  
Ekrem Aydın ◽  
Tarik Dogru ◽  
Abdul Rehman ◽  
Rafael Alvarado ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Work Behavior ◽  
Frontline Employees ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Team Culture ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
The Relationship

Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

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.

How to unleash innovative work behavior of SMEs' workers through knowledge sharing? Accessing functional flexibility as a mediator

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Khalid Anser ◽  
Zahid Yousaf ◽  
Muhammad Yasir ◽  
Muhammad Sharif ◽  
Muhammad Hamid Nasir ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Organizational Innovation ◽  
Work Behavior ◽  
Quantitative Methodology ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Functional Flexibility ◽  
Innovative Work ◽  
Small Medium Enterprises

PurposeThis study aims to investigate the direct impact of knowledge sharing (KS) and functional flexibility (FF) on innovative work behavior (IWB) of small medium enterprises (SME’s) employees. This study also observes the mediating role of FF in the connection between KS and IWB.Design/methodology/approachThis study adapted a quantitative methodology and used the cross-sectional data. Data were collected from the 751 workers of SMEs to validate the mediation model.FindingsResults reveal that KS and FF significantly affect IWB in SME’s workers. The findings also reveal that FF acts as a mediator between KS and IWB link.Originality/valueThe live experience of currently working employees shows that IWB is dependent of employees' KS and FF. Moreover, this study contributed to the streams of knowledge management and organizational innovation perspective by emphasizing upon the mediating mechanism of FF.

Empowering leadership in hospital employees

2020 ◽  
Vol 69 (7) ◽  
pp. 1497-1519
Author(s):  
Abhishek Singh ◽  
Santosh Rangnekar
Keyword(s):  
Goal Orientation ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Work Behavior ◽  
Goal Theory ◽  
Frontline Employees ◽  
Empowering Leadership ◽  
Mediation Effects ◽  
Content Type ◽  
Job Conditions

PurposeThis research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions, influences employee proactivity. The authors suggest two simultaneous pathways from empowering leadership to employee proactivity based on path-goal theory and social exchange theory.Design/methodology/approachData were collected from 253 frontline employees working in Indian NABH accredited hospitals. Regression analysis was performed to analyze the data with the help of SPSS 24. Further, SPSS process macro was used to test the parallel mediation effects with the help of bootstrapping procedures.FindingsThe important findings of this study are as follows: (1) empowering leadership has direct influence on employee proactivity; (2) empowering leadership, employees' goal orientation and job conditions are important antecedents of employee proactivity; (3) goal orientation and job conditions simultaneously partially mediate the relationship between empowering leadership and employee proactivity. In particular, employees' goal orientation is a more important mediating variable than job conditions in the studied relationship.Practical implicationsOrganizations may reap the benefits of employee's proactive work behavior by hiring, training, and developing empowering leaders.Originality/valueThe study adds to the existing literature by building theory in the area of employee proactivity. In doing so, this study explains the less understood relationship between empowering leadership and employee proactivity.

scholarly journals The Impact of Employees’ Psychological Capital on Innovative Work Behavior: The Chain Mediating Effect of Knowledge Donating and Knowledge Collecting

2021 ◽  
Vol 12 ◽  
Author(s):  
Weijing Chen ◽  
Xiaoyun Zhu ◽  
Shan Sun ◽  
Shudi Liao ◽  
Zhiwen Guo
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Capital ◽  
Mediating Effect ◽  
Work Behavior ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
The Impact

This study aimed to test the mediating role of knowledge sharing, which includes two central processes of knowledge collecting and knowledge donating, in the relationship of psychological capital and innovative work behavior (IWB). The proposed theoretical framework was based on the theory of reasoned action and social exchange theory. In a field study, using a research sample of 345 valid leader-subordinate matching data, we tested three competitive models to explore the different mediating effects of knowledge collecting and donating. Results indicated that knowledge donating and knowledge collecting played a chain mediating role between psychological capital and IWB, and the independent mediating effect of knowledge collecting was also significant. From the perspective of knowledge sharing, the present study deeply analyzes the psychological processing mechanism of psychological capital on IWB, confirms the positive significance of knowledge donating at the individual level, and provides a new perspective for organizations to promote employees’ knowledge sharing and stimulate their IWB.

Leader-member exchange, learning orientation and innovative work behavior

2018 ◽  
Vol 30 (1) ◽  
pp. 32-47 ◽  
Author(s):  
Aungkhana Atitumpong ◽  
Yuosre F. Badir
Keyword(s):  
Self Efficacy ◽  
Work Behavior ◽  
Learning Orientation ◽  
Leader Member Exchange ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Member Exchange ◽  
Innovative Work ◽  
Creative Self ◽  
Employee Learning

Purpose This study aims to examine the effects of leader–member exchange (LMX) and employee learning orientation on employee innovative work behavior (IWB) through creative self-efficacy. Design/methodology/approach Data have been collected from 337 employees and 137 direct managers from manufacturing sector. A hierarchical linear model has been used to test the hypotheses. Findings Results showed that LMX and employee learning orientation are positively related to employees’ IWB, and these relationships are mediated by creative self-efficacy. Originality/value This study expands previous results by empirically testing how LMX and employee learning orientation influence employees’ IWB through creative self-efficacy.

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.

Measuring and enhancing organisational creative climate, knowledge sharing, and innovative work behavior in startups development

2019 ◽  
Vol 32 (4) ◽  
pp. 269-289 ◽  
Author(s):  
Rosintansafinas Munir ◽  
Loo-See Beh
Keyword(s):  
Knowledge Sharing ◽  
Effect Size ◽  
Structural Equation ◽  
Work Behavior ◽  
Medium Effect ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Climate Knowledge ◽  
Innovative Work ◽  
Creative Climate

Purpose The purpose of this paper is to examine the role of the organizational creative climate, knowledge sharing and innovative work behavior in startups development. This study also aims to discover the R square, predictive relevance and effect size of the developed model. Design/methodology/approach A quantitative method was used, and a total of 352 usable questionnaires were collected from employees at startups particularly in services sector in Malaysia. The structural equation was developed to explain the complicated relationship between organizational creative climate, knowledge sharing and innovative work behavior. The results of hypothesis were analyzed using structural equation modeling – partial least square (SEM-PLS) test. Findings The results indicate that organizational creative climate significantly influence innovative work behavior (H1), organizational climate positively affects knowledge sharing (H2) and knowledge sharing significantly influence innovative work behavior (H3). In addition, the results also show that the R square values of innovative work behavior is weak (R2 = 0.067), while the predictive relevance value demonstrating the model has sufficient predictive relevance. Further, the results of effect size show medium effect for organizational creative climate and knowledge, while the remaining indicates small effect size. Practical implications This study provides a comprehensible and clear understanding on how organizational creative climate and knowledge sharing play important role in fostering the individual innovative work behavior in Malaysian startups. Originality/value Research on the significance of organizational creative climate, knowledge sharing and to innovative work behavior particularly in the startups context has not been sufficiently explored. This study shed new light to the startups eco-system stakeholders in stimulating individual innovative work behavior through the practices of sharing information as well as the creative climate and innovative elements in the entrepreneurial activities.

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