How does Leadership Motivate the Innovative Behaviors of Software Developers?

This study examines the relationship between transformational leadership types and the motivation of software engineers. The author uses full range leadership as a major theory and investigates how transformational leadership types influences the innovative behaviors of software developers by using a mediator of affective organizational commitment. For this, this study surveys 352 software developers working in 35 companies in Korea and analyzes the data using AMOS 24. The results show that charisma, inspirational motivation, intellectual stimulation and individualized consideration increase their affective organizational commitment affecting innovative behaviors positively in turn.

Empowering leadership and human resources through stimulating innovative behaviors in higher education

In the era of the Fourth Industrial Revolution, 4IR or Industry 4.0, since highly advanced technology largely replaced human works, many production activities of both goods and services were required to be innovative. The purposes of this study were to examine the role of energizing self-efficacy as a mediator of leadership empowering and innovative behavior to analyze the mediator’s role of affective commitment between the two. A survey method was used by distributing online questionnaires to 617 lecturers in Indonesia. For researching the interrelation of empowering leadership, energizing self-efficacy, affective commitment, and innovative behavior via statistical examination of their interrelationship, we applied Stata 13 software to test the hypotheses. The results pinpointed the significant impact of empowering leadership on affective commitment, energizing self-efficacy, and innovative behavior. Energizing self-efficacy significantly influenced innovative behavior, but the impact vice versa is not significant. There was an indirect effect of empowering leadership on innovative behavior through energizing self-efficacy, but the affective commitment was not a mediator between empowering leadership and innovative behavior. These findings indicated that lecturers could stimulate their innovative behaviors by increasing their self-efficacy through empowering leadership. Our research findings highlight the importance of enhancing innovative behavior, self-efficacy, and empowering leadership

The Relationship Between Preschool Teachers’ Proactive Personality and Innovative Behavior: The Chain-Mediated Role of Error Management Climate and Self-Efficacy

Objective: This study, aims to explore the relationship of error management climate and self-efficacy between preschool teachers’ proactive personality and innovative behavior.Methods: Four hundred thirty-nine preschool teachers were tested by proactive personality scale, error management climate scale, general self-efficacy scale, and employee innovation behavior scale.Results: Preschool teachers’ proactive personality can directly predict their innovative behaviors, has a significant indirect effect on innovative behaviors through error management climate, and has a significant indirect effect on innovative behaviors through self-efficacy. Error management climate and self-efficacy play a chain-mediated role in the relationship between preschool teachers’ proactive personality and innovative behavior.Conclusion: Error management climate and self-efficacy play a chain-mediated role in the relationship between preschool teachers’ proactive personality and innovative behavior.

Investigating the antecedents of innovative behaviors in the hotel industry of Turkey

The growing focus on the benefits of innovative approaches to gain competitive advantages has inspired studies on the emergence of leadership styles that encourage employees to engage in innovative behaviors. This study examines the relationships between constructive leadership and employees' innovative behavior through the safety climate and employees' proactive behavior within the hospitality context. This paper considers constructive leaders as optimistic managers who regulate desired organizational outcomes with a genuine focus on the highest gains of employees and the organization. The person-environment fit (P–E fit) theory evaluated prominent organizational factors driving employees' innovative behavior. Two hundred seventy-two valid surveys were obtained among full-time employees of green hotels operating in Turkey. The proposed mediation model was analyzed using partial least squares structural equation modelling. According to the results, full-time employees of green Turkish hotels demonstrated improved, innovative behaviors at work, while a safe climate was paired with proactive behavior under constructive leadership supervision. The theoretical and managerial implications of findings, as well as recommendations for future research, are addressed.

Raising the level: orangutans solve the floating peanut task without visual feedback

Chimpanzees and orangutans are able to generate innovative behaviors to solve complicated physical problems. For example, when presented with an out-of-reach peanut at the bottom of a vertical tube (floating peanut task—FPT), some of them spontaneously spit water into the tube until the peanut floats to the top. Yet, it is unclear whether this innovative solution results from repeating those actions that bring the peanut incrementally closer to the top or from anticipating the solution before acting. In the current study, we addressed this question by presenting three naïve orangutans with an opaque version of the FPT that prevented them from obtaining visual information about the effect of their actions on the position of the peanut. One of the subjects solved the opaque FPT in the very first trial: he collected water from the faucet and poured it into the opaque tube repeatedly until the hitherto non-visible peanut reached the top. This provides evidence for the first time that orangutans can potentially solve the FPT without relying on sensorimotor learning, but to some extent by mentally representing the problem.

The effect of nurse managers' servant leadership on nurses' innovative behaviors and job performances

PurposeThis study aims to determine the effect of servant leadership on nurses' innovative behavior and job performance and to examine the moderator role of servant leadership in the relationship between nurses' innovative behavior and job performance based on the self-determination theory and social exchange theory.Design/methodology/approachThis correlational study included 885 nurses selected from three public hospitals in Istanbul using the convenience sampling method. Data were analyzed using descriptive tests, correlation analysis and linear and hierarchical regression analyses.FindingsThe nurse managers' servant leadership behaviors were statistically significantly related with the nurses' innovative behaviors and job performances: servant leadership behaviors of the nurse managers increased the nurses' innovative behaviors and job performances and found to partially play a role of a moderator in the effect of nurses' innovative behaviors on job performance.Practical implicationsThis study shows that positive nurse outcomes will be achieved when nurse managers show an ethical, humanistic, empathic, mutual benefit and service-oriented approach and adopt a servant leadership approach as appropriate to the nature of nursing.Originality/valueThis study contributes to the literature by revealing the effect of nurse managers' servant leadership on nurses' innovative behavior and job performance, as well as the partial moderator role of servant leadership, which has not been studied before as a part of the relationship between innovative behavior and job performance.

PENGARUH KOMITMEN ORGANISASI DALAM MEMEDIASI KEPEMIMPINAN TRANSFORMASIONAL TERHADAP PERILAKU INOVATIF TENAGA PEMASARAN PT. TIRA AUSTENITE

<em>This research aimed to to investigated the role organizational commitment in mediating the effect of transformational on innovative behavior. Survey method used in this research. Amount of the samples in this research are 67 sales of at PT. Tira Austenite that selected randomly. The data were collecting through questionnaire and analyzed by using path analysis. The results of the research can be concluded that: transformational leadership and organizational commitment have a direct effect on innovative behaviour; transformational have a direct effect on sales innovative behavior and transformational leadership have an indirect effect on innovative behaviors through organizational commitment.</em>