How do employees inspire innovative work behavior? transformational leadership and work motivation perspectives

Organizational Justice ◽

Work Behavior ◽

Decision Making Process ◽

Content Type ◽

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.

Transformational leadership and innovative work behavior

Academy of Management Proceedings ◽

10.5465/ambpp.2019.11866abstract ◽

2019 ◽

Vol 2019 (1) ◽

pp. 11866

Author(s):

Afsar Bilal

Keyword(s):

Work Behavior ◽

The Impact of Transformational Leadership Effects on Innovative Work Behavior by the Moderating Role of Psychological Empowerment

Journal of Reviews on Global Economics ◽

10.6000/1929-7092.2019.08.79 ◽

2019 ◽

Vol 8 ◽

pp. 925-938 ◽

Author(s):

Arif Md. Khan ◽

Amer Hamzah Bin Jantan ◽

Lailawati Binti Mohd Salleh ◽

Zuraina Dato’ Mansor ◽

Md Asadul Islam ◽

...

Keyword(s):

Psychological Empowerment ◽

Work Behavior ◽

Innovative Work ◽

The Impact ◽

Moderating Role

The effect of transformational leadership on innovative work behavior with moderating role of internal locus of control and psychological empowerment

Management Science Letters ◽

10.5267/j.msl.2020.11.012 ◽

2021 ◽

pp. 1267-1276 ◽

Author(s):

Qing Zhang ◽

Abdul Rashid Abdullah ◽

Dalowar Hossan ◽

Zongxiang Hou

Keyword(s):

Locus Of Control ◽

Psychological Empowerment ◽

Work Behavior ◽

Path Coefficient ◽

Internal Locus ◽

Internal Locus Of Control ◽

Innovative Work ◽

Moderating Role

The current study examined the effect of the style of transformational leadership on innovative work behavior as well as the internal locus of control’s moderating role and psychological empowerment between the relationships of them. We collected data from 422 respondents who are related to family business in Malaysia. Path coefficient analysis was employed to test the hypotheses and SPSS software was used for analyzing descriptive data. The results showed that transformational leadership style, psychological empowerment and internal locus of control have affirmative relationship and significant impact on innovative work behavior. Finally, psychological empowerment and internal locus of control were not found to have moderating effect between innovative work behavior and the style of transformational leadership.

Transformational Leadership and Innovative Work Behavior in an IT Department of a Public Organization in the Kingdom of Bahrain

International Journal of Human Capital and Information Technology Professionals ◽

10.4018/ijhcitp.2019070102 ◽

2019 ◽

Vol 10 (3) ◽

pp. 20-32 ◽

Author(s):

Minwir M Al-Shammari ◽

Noof Y Khalifa

Keyword(s):

Influence Factor ◽

Work Behavior ◽

Public Organization ◽

Online Questionnaire ◽

Significant Relationships ◽

Academic Qualification ◽

It Department ◽

The purpose of this study is to provide an understanding of the role that transformational leadership plays in innovative work behavior of employees in an IT department of a public organization in Bahrain. An online questionnaire hyperlink was sent to 127 randomly chosen employees. The completed and submitted questionnaires were 98, at a response rate of 77%. Results of the Spearman rank correlation tests indicated that there were significant relationships between transformational factors and employees' innovative behavior, except for the idealized influence factor that showed no significant relationships. Furthermore, the study found significant relationships between innovative behaviors and employee demographic variables (gender and academic qualification). Managers need to react positively to the innovative efforts of employees and provide them with resources and rewards needed for innovation.

Factors Affecting Innovative Work Behavior of Employees in Local Administrative Organizations in the South of Thailand

International Journal of Social Sciences and Management ◽

10.3126/ijssm.v4i3.17755 ◽

2017 ◽

Vol 4 (3) ◽

pp. 154-157 ◽

Cited By ~ 3

Author(s):

Rutchapong Chatchawan ◽

Kanon Trichandhara ◽

Idsaratt Rinthaisong

Keyword(s):

Descriptive Analysis ◽

Work Behavior ◽

Team Climate ◽

Learning Orientation ◽

Review Of Literature ◽

Direct Role ◽

Factors Affecting ◽

This study aimed to develop a conceptual framework of factors affecting innovative work behavior of employeers in local administrative organizations. The study was conducted through a review of literature and document analysis. The results were presented in a form of descriptive analysis. The results show that team climate inventory, learning orientation, organizational supoortiveness, and transformational leadership play a direct role in developing innovative work behavior. Meanwhile, organizational supportiveness indirectly affects team climate inventry and transformational leadership indirectly affects learning orientation. Int. J. Soc. Sc. Manage. Vol. 4, Issue-3: 154-157

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

Leadership & Organization Development Journal ◽

10.1108/lodj-11-2020-0518 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Namra Mubarak ◽

Jabran Khan ◽

Robina Yasmin ◽

Atasya Osmadi

Keyword(s):

Work Engagement ◽

Research Question ◽

Proactive Personality ◽

Work Behavior ◽

Content Type ◽

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.

The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior

Human Resource Development Quarterly ◽

10.1002/hrdq.21451 ◽

2021 ◽

Author(s):

Gerhard Messmann ◽

Arnoud Evers ◽

Karel Kreijns

Keyword(s):

Psychological Needs ◽

Basic Psychological Needs ◽

Work Behavior ◽

Basic Psychological Needs Satisfaction

Needs Satisfaction ◽

Innovative Work ◽

The Relationship ◽

How a Leader Transforms Employees’ Psychological Empowerment Into Innovative Work Behavior

Psychological Research on Urban Society ◽

10.7454/proust.v1i2.32 ◽

2018 ◽

Vol 1 (2) ◽

pp. 90 ◽

Author(s):

Rahadi Prabowo ◽

Martina Dwi Mustika ◽

Bertina Sjabadhyni

Keyword(s):

Urban Areas ◽

Psychological Empowerment ◽

Work Behavior ◽

Business Success ◽

Measuring Instruments ◽

Transformational Leader ◽

Discussion Section ◽

Businesses, especially those in urban areas, rely on innovation as the crucible of growth. Businesses must adapt to current and future conditions of their markets, consumers, and the demands of globalization. Therefore, innovation is central to a business’ success. We argue that psychological empowerment indirectly influences the relationship between transformational leadership and innovative work behavior. A transformational leader spurs their employees’ capability and efficacy. As a result, employees feel valued by the company, which encourages them to be innovative in the workplace. Thus, the employee can be innovative, without fearing the reprimand of superiors. This research surveyed 292 employees from different organization types (e.g., private sector, public sector, and nongovernmental organizations) in urban areas. The results of the study’s mediation analysis demonstrate that innovative work behavior is the outcome of the psychological empowerment from transformational leadership. Therefore, we argue that a transformational leader tends to empower their employees psychologically, which may improve employees’ ability to be more innovative at work. There are some limitations of this research (e.g., research design, adaptation of measuring instruments, and statistical remedies that have not been optimally implemented). The researchers provide suggestions regarding countermeasures for common method bias, which are outlined in the Discussion section.