scholarly journals Impact of Empowering Leadership, Innovative Work, and Organizational Learning Readiness on Sustainable Economic Performance: An Empirical Study of Companies in Russia during the COVID-19 Pandemic

2021 ◽  
Vol 13 (22) ◽  
pp. 12465
Author(s):  
Baira Faulks ◽  
Yinghua Song ◽  
Moses Waiganjo ◽  
Bojan Obrenovic ◽  
Danijela Godinic
Keyword(s):  
Economic Performance ◽  
Organizational Context ◽  
Readiness To Change ◽  
Organizational Readiness ◽  
Work Behavior ◽  
Parameter Estimates ◽  
Empowering Leadership ◽  
Innovative Work Behavior ◽  
Readiness To Learn ◽  
Innovative Work

The COVID-19 pandemic shocked the global economy, with numerous companies suffering losses and shutting down. However, some companies proved to be resilient, being able to sustain their economic performance despite the pandemic. The study aims to explain the sustainable economic performance of companies during the COVID-19 pandemic. The relationships between empowering leadership, innovative work behavior, organizational readiness to change, and sustainable economic performance were assessed. The data were collected via an online questionnaire from January 2021 to March 2021, during the height of the COVID-19 pandemic in Russia. The respondents were Russian companies’ employees holding management positions, competent to objectively assess organizational circumstances during the COVID-19 pandemic. A sample of 337 was used in the analysis. Confirmatory factor analysis (CFA) with maximum likelihood estimation was conducted using SPSS AMOS. The structural model was tested with standardized parameter estimates, standard errors, and p-values calculated. The findings of the study suggest that innovative work behavior and organizational readiness to learn have a direct influence on sustainable economic performance. The findings also suggest that empowering leadership impacts innovative work behavior but not sustainable economic performance. The mediation analysis indicates that innovative work behavior is a mediator between empowering leadership and sustainable economic performance, whereas organizational readiness to learn is not a moderator. The study adds to the leadership and sustainability body of knowledge and contributes to the research on the COVID-19 pandemic in the organizational context.

scholarly journals Predicting overall Staffs’ Creativity and Innovative Work Behavior in Banking

2019 ◽  
Vol 14 (2) ◽  
pp. 188-202 ◽  
Author(s):  
Ho Thanh Tri ◽  
Vo Thi Nga ◽  
Juraj Sipko
Keyword(s):  
Work Environment ◽  
Structural Equation ◽  
Positive Impact ◽  
Empirical Test ◽  
Strong Relationship ◽  
Work Behavior ◽  
Empowering Leadership ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Impact

Abstract This study focuses on the impact of empowering leadership and challenges work environment on both sale employee’s creativity and innovative work behavior in the Vietnamese banking industry. An empirical test, a structural equation model comprising a sample of 319 sale employees in 15 banks, indicates a strong relationship between sales staff creativity and innovative work behavior. Moreover, the findings indicate that both an empowering leadership and a challenging work environment can trigger sale employees’ creativity. Finally, innovative work behavior has a positive impact on innovative output. In general, this study contributes with some suggestions for bank managers to identify appropriate methods in order to stimulate the creativity and innovative work behavior of employees with the objective of achieving strong and sustainable business performance.

Principal empowering leadership and teacher innovative behavior: a moderated mediation model

2016 ◽  
Vol 30 (6) ◽  
pp. 1030-1044 ◽  
Author(s):  
Panagiotis Gkorezis
Keyword(s):  
Role Conflict ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Mediation Model ◽  
Empowering Leadership ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Moderated Mediation Model ◽  
Innovative Work ◽  
The Relationship

Purpose – The purpose of this paper is to contribute to extant literature by linking principal empowering leadership to teachers’ innovative work behavior. By doing so, the author attempts to provide a more nuanced understanding of this relationship by examining a moderated mediation model which encompasses exploration as a mediator and role conflict as a moderator. Design/methodology/approach – Data were collected from 201 public teachers. In order to examine the present hypotheses bootstrapping analysis, Sobel test and SPSS macro were used. Findings – The results demonstrated that teacher exploration mediates the relationship between empowering leadership and innovative work behavior and, further, that this indirect effect is contingent on role conflict. Practical implications – Based on the present findings, in order to enhance innovation, schools need to promote both empowering leadership style and their teachers’ exploration. Moreover, principals should refrain from providing conflicting orders and expectations from their teachers because such conditions will eliminate the positive effect of their empowering behaviors on teachers’ exploration and innovative work behavior. Originality/value – This is the first study that develops and tests a moderated mediation model regarding the relationship between principal empowering leadership and teacher innovative behavior.

scholarly journals Leading Innovative Work-Behavior in Times of COVID-19: Relationship Between Leadership Style, Innovative Work-Behavior, Work-Related Flow, and IT-Enabled Presence Awareness During the First and Second Wave of the COVID-19 Pandemic

2021 ◽  
Vol 12 ◽  
Author(s):  
Martine J. H. Coun ◽  
Robin Edelbroek ◽  
Pascale Peters ◽  
Robert J. Blomme
Keyword(s):  
Leadership Style ◽  
Work Behavior ◽  
Remote Work ◽  
Empowering Leadership ◽  
Innovative Work Behavior ◽  
Work Related ◽  
Innovative Work ◽  
Moderating Role ◽  
Work Contexts

Aim: The present study contributes to the conversation on remote (home) working, leadership, and innovation in times of COVID-19 by examining the mediating role of work-related flow in the relationship between empowering and directive leadership, on the one hand, and innovative work-behavior, on the other, and the moderating role of IT-enabled presence awareness in two lockdown periods during the pandemic.Method: We employed PLS-SEM analysis to analyze the perceptions, experiences, and behaviors of a group of employees (N = 257) regarding the study’s core variables during two phases of the COVID-19 pandemic (summer 2020 and autumn 2020).Results: In line with expectations, in the earlier phase of the pandemic, empowering leadership had both a positive direct and indirect relationship with innovative work-behavior via work-related flow, whereas directive leadership only had a negative direct relationship with innovative work-behavior. In the second phase, however, empowering leadership only had a positive indirect relationship with innovative work-behavior, running via work-related flow. Moreover, directive leadership was both directly and indirectly negatively related to innovative work-behavior, via work-related flow. In contrast to our expectations, IT-enabled presence awareness did not play a moderating role in these relationships in any phase.Discussion: Our findings underline the importance of empowerment in sustaining innovative work-behavior, particularly in intense and enduring remote work contexts, as this can amplify employees’ ability, motivation and opportunity to generate, share and implement novel ideas. In remote work contexts, empowering leadership can particularly foster innovation indirectly via work-related flow, which was also shown to be an increasingly important underlying mechanism across time periods. Directive leadership, in contrast, can reduce work-related flow and, therefore, hinder innovation. Our study did not find evidence for the moderating role of employees’ perceptions of IT-enabled presence awareness.Conclusion: We conclude that regardless of the IT-quality, the leadership style chosen plays an important role in innovative work-behavior in remote work-contexts, particularly in view of the divergent effects of empowering and directive leadership on work-related flow in enduring and intense remote work contexts.

Empowering leadership and innovative work behavior: a moderated mediation examination

2019 ◽  
Vol 23 (5) ◽  
pp. 915-930 ◽  
Author(s):  
Umamaheswara Rao Jada ◽  
Susmita Mukhopadhyay ◽  
Rohit Titiyal
Keyword(s):  
Knowledge Sharing ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Role Clarity ◽  
Empowering Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Cross Sectional Design

Purpose The purpose of the paper is to investigate the relationship between empowering leadership and the innovative work behavior of employees. Utilizing a moderated mediation mechanism, the study additionally uncovers the mediating impact of knowledge sharing and the moderating influence of role clarity in the proposed model. Design/methodology/approach Cross-sectional design was used in the study, and developed questionnaires were administered to 235 supervisor-subordinates dyads working in Indian organizations to test the proposed relationships. SPSS 20 and AMOS 20 were used for statistical analysis. Findings The hypothesized moderated mediation model was supported. Knowledge sharing mediated the relationship between empowering leadership and innovative work behavior. The moderating impact of role clarity between empowering leadership and knowledge sharing was supported. It was also observed that stronger role clarity strengthened the indirect relationship between empowering leadership and innovative work behavior. Overall, the study shows that empowering leaders creates a cultivating climate for innovative work behavior by encouraging knowledge sharing among the members subject to clear identification of employee roles. Research limitations/implications Cross-sectional design of the study limits the authors from drawing definitive generalizations. Self-reported measures used in the study increase the chances of bias. Practical implications Findings of the study can be utilized by leaders for promoting innovative work behavior in the organization, which has been identified as a key to organizational growth and development. Originality/value The study attempts to address the under developed relationship between empowering leadership and innovative work behavior.

scholarly journals Empowering leadership and innovative work behavior: the mediating effects of climate for initiative and job autonomy in Moroccan SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abderrahman Hassi ◽  
Sylvia Rohlfer ◽  
Simon Jebsen
Keyword(s):  
Organizational Climate ◽  
Middle Managers ◽  
Work Behavior ◽  
Job Autonomy ◽  
Mediating Effects ◽  
Empowering Leadership ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work

PurposeThe purpose of this paper was to explore the role of empowering leadership, organizational climate for initiative and job autonomy in spurring innovative work behavior (IWB).Design/methodology/approachThis study resorted to the structural equation modeling technique along the Bayesian estimation approach to analyze the mediating role of the organizational climate for initiative and job autonomy in the empowering leadership-IWB link in data gathered from CEOs, middle managers and non-managerial employees of 444 small and medium enterprises in Morocco.FindingsThe findings revealed that empowering leadership is a prerequisite of IWB as subordinates, who are empowered by their leaders and demonstrate IWB. Further, organizational climate for initiative and job autonomy mediate the empowering leadership-IWB link.Practical implicationsThis research has demonstrated that firms and organizational leaders who seek to make their middle managers innovative in their job should adopt empowering leadership practices, build an organizational climate that is favorable for initiative-taking and grant middle managers with autonomy in the way they carry out their tasks.Originality/valueThis paper extends our understanding on the mechanisms linking empowering leadership and IWB by testing the mediating effects of organizational climate for initiative and job autonomy.

scholarly journals Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes

2019 ◽  
Vol 11 (6) ◽  
pp. 1594 ◽  
Author(s):  
Hui Li ◽  
Nazir Sajjad ◽  
Qun Wang ◽  
Asadullah Muhammad Ali ◽  
Zeb Khaqan ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Organizational Context ◽  
Positive Impact ◽  
Work Behavior ◽  
Innovative Behavior ◽  
Multinational Organization ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Sustainable Organizations

The main objective of this research was to examine how transformational leaders boost their followers’ innovative work behavior through trust in a leader, empowerment, and work engagement. Data were collected from 281 multinational organization employees in China. The Statistical Package for the Social Sciences (SPSS) macro process was utilized to test the proposed hypothesis. The findings revealed that transformational leadership and work engagement were significantly related to innovative work behavior. The findings also demonstrated the significant impact of transformational leadership on trust in a leader, and its subsequent positive impact on the work engagement of the employees. Furthermore, the results supported a significant serial mediation between transformational leadership, trust, work engagement, and employees’ innovative behavior. The results also showed a significant moderating effect of empowerment on transformational leadership and innovative work behavior. For boosting employees’ innovative work behavior, leaders in the organization should strive to engage them effectively in their work by gaining their trust, which could help them participate in creative activities. This is the key study to investigate the different perspectives of how transformational leadership can stimulate followers’ innovative behavior through trust in the leader and work engagement within the Chinese organizational context.

scholarly journals Peran Psychological Empowerment dalam Hubungan antara Empowering Leadership dengan Perilaku Kerja Inovatif

2018 ◽  
Vol 9 (1) ◽  
pp. 77
Author(s):  
Dhuha Trieska Amalia ◽  
Seger Handoyo
Keyword(s):  
Online Survey ◽  
Psychological Empowerment ◽  
Analysis Data ◽  
Work Behavior ◽  
Empowering Leadership ◽  
Innovative Work Behavior ◽  
Private And Public ◽  
Innovative Work ◽  
Indirect Relationship ◽  
The Relationship

This study examined the relationship between empowering leadership from the perspective of subordinates and employees’ innovative work behavior and to test the role of psychological empowerment as a mediator variable. The hypotheses were simultaneously tested using path analysis. Data were collected with an online survey answered by 146 employees at various manufacture industry sectors both private and public in Indonesia, such as manufacture of food and beverages products, wood, chemicals, pharmeceuticals, basic metal, and the others. Sample of this study consist of 60,3% male and 39,7% female, with the average age was 29 years old. This study found a direct and indirect relationship between empowering leadership and innovative work behavior via psychological empowerment. This study indicates that psychological empowerment partially mediates the relationship between empowering leadership and innovative work behavior. In addition, both empowering leadership and psychological empowerment are able to trigger employees’ innovative work behavior.Key words: Empowering Leadership, psychological empowerment, innovative work behaviorAbstrak: Inovasi yang dilakukan oleh karyawan merupakan salah satu cara terbaik dalam meningkatkan inovasi dan kesuksesan organisasi. Penelitian ini menguji hubungan antara empowering leadership berdasarkan perspektif dari bawahan dengan perilaku kerja inovatif karyawan dan menguji peran psychological empowerment sebagai variabel mediator. Hipotesis penelitian ini diuji dengan menggunakan analisis jalur. Data penelitian ini dikumpulkan melalui survei secara online yang diisi oleh 146 karyawan yang bekerja di berbagai sektor industri manufaktur baik perusahaan umum maupun swasta di Indonesia, seperti industri makanan dan minuman, kayu, farmasi, bahan kimia, logam dasar, dan lain-lain. Sampel dari penelitian ini terdiri dari 60,3% laki-laki dan 39,7% perempuan, dengan usia rata-rata responden yaitu 29 tahun. Penelitian ini menemukan bahwa terdapat hubungan langsung dan tidak langsung antara empowering leadership dengan perilaku kerja inovatif melalui psychological empowerment. Hasil penelitian ini mengindikasikan bahwa psychological empowerment berperan sebagai mediator parsial dalam hubungan kedua konstruk tersebut. Empowering leadership dan psychological empowerment dapat memicu munculnya perilaku kerja inovatif karyawan.

Following the Ants

2017 ◽  
Vol 33 (6) ◽  
pp. 409-421 ◽  
Author(s):  
Anne B. Janssen ◽  
Martin Schultze ◽  
Adrian Grötsch
Keyword(s):  
Short Form ◽  
Supervisor Support ◽  
Proactive Personality ◽  
Work Behavior ◽  
Model Fit ◽  
Item Selection ◽  
Short Version ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Two Measures

Abstract. Employees’ innovative work is a facet of proactive work behavior that is of increasing interest to industrial and organizational psychologists. As proactive personality and supervisor support are key predictors of innovative work behavior, reliable, and valid employee ratings of these two constructs are crucial for organizations’ planning of personnel development measures. However, the time for assessments is often limited. The present study therefore aimed at constructing reliable short scales of two measures of proactive personality and supervisor support. For this purpose, we compared an innovative approach of item selection, namely Ant Colony Optimization (ACO; Leite, Huang, & Marcoulides, 2008 ) and classical item selection procedures. For proactive personality, the two item selection approaches provided similar results. Both five-item short forms showed a satisfactory reliability and a small, however negligible loss of criterion validity. For a two-dimensional supervisor support scale, ACO found a reliable and valid short form. Psychometric properties of the short version were in accordance with those of the parent form. A manual supervisor support short form revealed a rather poor model fit and a serious loss of validity. We discuss benefits and shortcomings of ACO compared to classical item selection approaches and recommendations for the application of ACO.

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