Innovative work behaviour induced by transformational leadership through altruism

2020 ◽  
Vol 2 (4) ◽  
pp. 257
Author(s):  
Mohanad Alnajjar ◽  
Junaidah Hashim
Keyword(s):  
Transformational Leadership ◽  
Innovative Work ◽  
Innovative Work Behaviour

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.

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.

Transformational Leadership and Innovative Work Behaviour: Exploring the Relevance of Gender Differences

2008 ◽  
Vol 17 (3) ◽  
pp. 227-244 ◽  
Author(s):  
Mark Reuvers ◽  
Marloes L. van Engen ◽  
Claartje J. Vinkenburg ◽  
Elisabeth Wilson-Evered
Keyword(s):  
Gender Differences ◽  
Transformational Leadership ◽  
Innovative Work ◽  
Innovative Work Behaviour

The Role of Talent Management Practices on Employee Innovative Work Behaviour: Moderating Role Transformational Leadership

2020 ◽  
Vol 9 (4) ◽  
pp. 338-346
Author(s):  
SAYYAM SAYYAM ◽  
MUHAMMAD ADIL ◽  
MUHAMMAD HAMAYUN
Keyword(s):  
Transformational Leadership ◽  
Management Practices ◽  
Banking Sector ◽  
Talent Management ◽  
Moderating Effect ◽  
Work Behavior ◽  
Innovative Work Behavior ◽  
Management Domain ◽  
Innovative Work ◽  
Innovative Work Behaviour

The present study was conducted to examine the effect of talent management practices on Employee Innovative Work Behavior in project-based organizations. The study also examined the moderating effect of Transformational Leadership between talent management practices and Employee Innovative Work Behavior. The data was collected from project-based organizations like software houses, construction companies, and NGOs in Peshawar city. The convenience sampling technique was used to gather the data. For this purpose, a total of 220 questionnaires were distributed, and 201responses were recorded. The Preacher and Hayes process macro was adopted to check the moderating effect. The results of the study suggest that Transformational leadership strongly moderates the relationship between talent management practices and employee innovative work behavior. This research has a significant contribution to the project management domain. The study has some limitations and as the cross-sectional method was used for data collection. Future research directions were also suggested like, different sectors such as manufacturing firms, the health sector, the educations sector, the banking sector, and the telecommunication sector, etc can also be the target for generalization of results. Keywords: Talent Management Practice (TMP), Employee Innovative Work Behaviour (EIWB), Transformational Leadership (TL).

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.

How transformational leadership impacts innovative work behaviour among nurses

2019 ◽  
Vol 25 (12) ◽  
pp. 1-16
Author(s):  
Waheed Ali Umrani ◽  
Bilal Afsar
Keyword(s):  
Transformational Leadership ◽  
Nurse Managers ◽  
Psychological Empowerment ◽  
Attachment Anxiety ◽  
Attachment Avoidance ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Impact ◽  
The Relationship

This study examines the impact transformational leadership has among nursing staff. The link between transformational leadership and innovative work behaviour and the mediating impact it has on psychological empowerment and the moderating role of attachment anxiety were also examined. Data were gathered from 367 registered nurses and 69 nurse managers based in 69 work groups from 7 hospitals. It was found that transformational leadership positively impacted innovative work behaviour among nurses, and that psychological empowerment mediated this link. Nurses' attachment anxiety positively moderated the relationship between transformational leadership and innovative work behaviour; as a result, the relationship was stronger when attachment anxiety was high rather than low. Nurses' attachment avoidance negatively moderated the relationship between transformational leadership and innovative work behaviour and consequently the relationship was weaker when attachment avoidance was high rather than low.

scholarly journals Does thriving and trust in the leader explain the link between transformational leadership and innovative work behaviour? A cross-sectional survey

2019 ◽  
Vol 25 (1) ◽  
pp. 37-51 ◽  
Author(s):  
Bilal Afsar ◽  
Waheed Ali Umrani
Keyword(s):  
Transformational Leadership ◽  
Public Hospitals ◽  
Mediating Effect ◽  
Main Concern ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Trust In Leader

Background Creating and fostering innovation has long been a main concern of different organisational leaders, regardless of the size, nature, or structure of the organisation. Transformational leadership positively affects innovative work behaviour but understanding underlying mechanisms through which transformational leadership influences innovative work behaviour is critical. Aims The purpose of this research was to examine the mediating effect of trust in leader and the moderating effect of thriving on the relationship between transformational leadership and nurses’ innovative work behaviour. Methods The sample of this cross-sectional, correlational study consisted of 326 nurses nested in 39 work groups, who were selected, on the basis of the convenience sampling method, from among the nurses working at 21 public hospitals in Pakistan. The data of the study were collected between May and July of 2018. Results Results showed that transformational leaders instilled trust within subordinate nurses, which acted as a mediator in predicting their innovative work behaviour. Further, thriving moderated the relationship between trust in leader and nurses’ innovative work behaviour. Findings also indicated that thriving nurses exhibited a greater degree of innovative work behaviour when they trusted their head nurses. Conclusions Healthcare policies and strategies are needed to facilitate the implementation of transformational leadership by providing healthcare leaders with the appropriate environment.

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.

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