The Effect of Empowering Leadership and Paternalistic Leadership on Innovative Behavior: The Mediating Effect of Organizational Cynicism

2020 ◽  
Vol 11 (5) ◽  
pp. 71-104
Author(s):  
moon kyung Kim ◽  
Ki Bok Baik
Keyword(s):  
Mediating Effect ◽  
Innovative Behavior ◽  
Paternalistic Leadership ◽  
Empowering Leadership ◽  
Organizational Cynicism

Team reflexivity, individual intellectual capital and employee innovative behavior: a multilevel moderated mediation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhining Wang ◽  
Tao Cui ◽  
Shaohan Cai ◽  
Shuang Ren
Keyword(s):  
Intellectual Capital ◽  
Moderated Mediation ◽  
Internal Communication ◽  
Mediating Effect ◽  
Innovative Behavior ◽  
Empowering Leadership ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

PurposeBased on experiential learning theory (ELT), this study explores the cross-level effect of team reflexivity on employee innovative behavior. The authors especially focus on the mediating effect of individual intellectual capital (IIC) and the moderating effect of empowering leadership on the relationship between the two constructs.Design/methodology/approachThis study collects data from 76 work units, which include 362 employees and their direct supervisors. A cross-level moderated mediation model was tested by using multilevel path analysis.FindingsThe results show that team reflexivity significantly contributes to employee innovative behavior. IIC mediates the above relationship. Empowering leadership not only positively moderates the relationship between team reflexivity and IIC but also reinforces the linkage of team reflexivity → IIC → employee innovative behavior.Practical implicationsThe study suggests that organizations should invest more in promoting team reflexivity and empowering leadership in the workplace. Furthermore, managers should make members aware of the importance of IIC for employee innovative behavior. They need to make efforts to enhance IIC via internal communication channels or open discussions, which facilitate IIC and employee innovative behavior.Originality/valueThis research tests the relationship between team reflexivity and employee innovative behavior and identifies IIC as a key mediator that links team reflexivity to employee innovative behavior. It also highlights the moderating role of empowering leadership in the process.

Effect of empowering leadership on the turnover intention of industrial workers

2020 ◽  
Vol 48 (8) ◽  
pp. 1-11
Author(s):  
Chenhui Ouyang ◽  
Yongyue Zhu ◽  
Minyu Guo
Keyword(s):  
Turnover Intention ◽  
Design Theory ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Mediating Effect ◽  
Job Crafting ◽  
Empowerment Theory ◽  
Industrial Workers ◽  
Empowering Leadership ◽  
Moderation Model

We used empowerment theory and job design theory to build a mediated moderation model to examine the relationship between empowering leadership and the turnover intention of industrial workers. Participants were 272 industrial workers in Chinese manufacturing enterprises. Results show that empowering leadership significantly reduced participants' turnover intention and that job crafting exerted a partial mediating effect on the negative correlation between empowering leadership and turnover intention. Participants' proactive personality positively moderated the effect of empowering leadership on their turnover intention, and part of the moderating effect was transmitted via job crafting. Our results have theoretical implications for related research and practical implications for human resource management practices in the manufacturing industry.

scholarly journals Paternalistic Leadership and Innovative Behavior: Psychological Empowerment as a Mediator

2019 ◽  
Vol 11 (6) ◽  
pp. 1770 ◽  
Author(s):  
Alisher Dedahanov ◽  
Faridun Bozorov ◽  
Sanghyun Sung
Keyword(s):  
Leadership Styles ◽  
Structural Equation ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Innovative Behavior ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Mediating Role ◽  
Benevolent Leadership

Purpose: The aim of this study is to examine the mediating role of empowerment on the relationship between paternalistic leadership styles such as benevolent, moral, and authoritarian and employee innovative behavior. Design/methodology/approach: The data were collected from 390 employees of manufacturing companies in the Republic of Korea. To assess the validity of hypotheses we used a structural equation modeling procedure. Findings: The findings suggest that empowerment mediates the relationships among moral and authoritarian leadership styles and employee innovative behavior. However, results indicate that employee innovative behavior does not mediate the associations between benevolent leadership style and employee innovative behavior. Originality/value: Our work is the first to investigate the mediating role of empowerment on the link between paternalistic leadership styles such as benevolent, moral, and authoritarian and employee innovative behavior.

scholarly journals How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy

2021 ◽  
Vol 13 (4) ◽  
pp. 1901 ◽  
Author(s):  
Wang Ro Lee ◽  
Suk Bong Choi ◽  
Seung-Wan Kang
Keyword(s):  
Positive Feedback ◽  
Structural Equation ◽  
Organizational Innovation ◽  
Equation Model ◽  
Service Industries ◽  
Mediating Effect ◽  
Job Autonomy ◽  
Innovative Behavior ◽  
Voice Behavior ◽  
Innovative Behaviors

This study investigated the effects of a leader’s feedback behavior on the followers’ innovative behaviors, and the mediating effects of voice behavior and job autonomy in the above relationship. To test the analytical model with the hypotheses, survey data were collected from 527 Korean employees working in 35 companies from manufacturing, distribution, and service industries. A structural equation model analysis was performed to test the hypotheses. The results of our empirical analysis are as follows. First, it was found that positive feedback from the leader positively influenced the followers’ voice behaviors, job autonomies, and innovative behaviors. Second, voice behavior and job autonomy were confirmed to have a positive mediating effect between the leader’s feedback and the innovative behavior of the followers. These findings imply that a leader’s feedback behavior contributes toward enhancing the followers’ innovative behaviors in the process of organizational innovation. We suggest that organizations and managers pay attention to the benefits of feedback activities and facilitate key mechanisms that connect them to employee innovation behavior, effectively.

Leader positive humor and organizational cynicism: LMX as a mediator

2014 ◽  
Vol 35 (4) ◽  
pp. 305-315 ◽  
Author(s):  
Panagiotis Gkorezis ◽  
Eugenia Petridou ◽  
Panteleimon Xanthiakos
Keyword(s):  
Mediating Effect ◽  
Hierarchical Regression ◽  
Public Employees ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Cynicism ◽  
Member Exchange ◽  
Sectional Analysis ◽  
The Impact ◽  
The Relationship

Purpose – Leader-member exchange (LMX) has been proposed as a core mechanism which accounts for the impact of various antecedents on employee outcomes. As such, the purpose of this paper is to examine the mediating effect of LMX regarding the relationship between leader positive humor and employees’ perceptions of organizational cynicism. Design/methodology/approach – Data were collected from 114 public employees. In order to examine the authors’ hypotheses hierarchical regression analysis was conducted. Findings – As hypothesized, results demonstrated that LMX mediates the relationship between leader positive humor and organizational cynicism. Research limitations/implications – Data were drawn from public employees and, therefore, this may constrain the generalizability of the results. Also, the cross-sectional analysis of the data cannot directly assess causality. Originality/value – This is the first empirical study to examine the mediating effect of LMX in the relationship between leader humor and employees’ perceptions of organizational cynicism.

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