scholarly journals The Effects of Abusive Supervision and Motivational Preference on Employees’ Innovative Behavior

2020 ◽  
Vol 12 (20) ◽  
pp. 8510
Author(s):  
Jian Tian ◽  
Yan Peng ◽  
Xing Zhou
Keyword(s):  
Self Efficacy ◽  
Cognitive Theory ◽  
Negative Relationship ◽  
Abusive Supervision ◽  
Innovative Behavior ◽  
The Sustainable Development ◽  
Important Relationship ◽  
Time Lagged ◽  
Creative Self

Individual innovative behavior has an important relationship with the sustainable development of an organization. Thus, mostly drawing on social cognitive theory, this study examined the relationship between abusive supervision and employees’ innovative behavior, focusing on the mediating role of creative self-efficacy and the moderating role of motivational preference. In an analysis of time-lagged data from three technological, innovation-based enterprises in Shenzhen, this study found that abusive supervision was negatively related to employees’ innovative behavior and that this relationship was mediated by creative self-efficacy. Moreover, motivational preference was found to moderate this relationship as well as that between abusive supervision and creative self-efficacy. Employees with higher levels of motivational preference (i.e., intrinsic motivational preference weighs more than extrinsic motivational preference) are more vulnerable to abusive supervision, causing lower creative self-efficacy performance and less innovative behavior. Alternately, employees with lower levels of motivational preference (i.e., extrinsic motivational preference weighs more than intrinsic motivational preference) are less vulnerable to abusive supervision, thus resulting in a weaker negative relationship between abusive supervision and their creative self-efficacy and innovative behavior.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Entrepreneurial leadership and employee innovative behavior: an examination through multiple theoretical lenses

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amjad Iqbal ◽  
Tahira Nazir ◽  
Muhammad Shakil Ahmad
Keyword(s):  
Self Efficacy ◽  
Affective Commitment ◽  
Psychological Safety ◽  
Equation Modeling ◽  
High Tech ◽  
Entrepreneurial Leadership ◽  
Innovative Behavior ◽  
Content Type ◽  
Creative Self

PurposeThe purpose of this research is to determine the relationship between entrepreneurial leadership and employee innovative behavior and examine mediating role of affective commitment, creative self-efficacy and psychological safety in this relationship.Design/methodology/approachUsing cross-sectional research design, data were collected from 343 employees of information technology (IT) service firms in Pakistan. Partial least squares–structural equation modeling (PLS-SEM) technique was applied to test the proposed research model.FindingsThe findings reveal that entrepreneurial leadership is strongly and positively related to employee innovative behavior. Moreover, affective commitment, creative self-efficacy and psychological safety simultaneously mediate this relationship.Practical implicationsThis study uncovers the important role of entrepreneurial leadership in driving employee innovative behavior in high-tech services industry. Findings of this study suggest that by practicing entrepreneurial behaviors, managers can enhance employees' affective commitment, creative self-efficacy and psychological safety, which invoke employees to demonstrate innovative behavior leading toward improved innovation performance at organizational level.Originality/valueThis research makes novel contribution to entrepreneurial leadership theory by using competing theoretical perspectives and subsequently providing more nuanced picture of the contrasting mechanisms that transmit the impact of entrepreneurial leadership on employee innovative behavior.

scholarly journals Entrepreneurial Leadership and Innovative Work Behavior: The Role of Creative Self-efficacy

2020 ◽  
Vol 23 (2) ◽  
Author(s):  
Endi Sarwoko
Keyword(s):  
Self Efficacy ◽  
Cognitive Theory ◽  
Work Behavior ◽  
Equation Modeling ◽  
Entrepreneurial Leadership ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Creative Self ◽  
The Relationship

Several previous studies have tested the relationship between leadership type and innovative work behavior. However, there have been only a few empirical studies examining the mediating role of creative self-efficacy on the relationship between entrepreneurial leadership and innovative work behavior. This study was conducted to fill this gap to understand the relationship between entrepreneurial leadership and innovative work behavior and the role of creative self-efficacy as a mediating variable for the relationship between entrepreneurial leadership and innovative work behavior. Data were collected using a questionnaire distributed to 190 employees of the Astra Honda Authorized Service Station (AHASS) and analyzed using Structural equation modeling with SmartPLS software. The results indicate that entrepreneurial leadership increases the innovative work behavior of employees. Besides, entrepreneurial leadership increases creative self-efficacy and leads to increased employee innovative work behavior. This study contributes to the development of the literature by providing empirical evidence on the relationship between entrepreneurial leadership and innovative work behavior and the role of creative self-efficacy in innovative behavior. This study confirms Social Cognitive Theory (SCT) that a person's self-efficacy will generate creative ideas in the workplace and produce innovative work. The practical implication is that leaders must provide greater opportunities for employees to develop creative ideas in the workplace to achieve an increase in innovative work behavior.

scholarly journals Moderating Multiple Mediation Model of the Impact of Inclusive Leadership on Employee Innovative Behavior

2021 ◽  
Vol 12 ◽  
Author(s):  
Hui Wang ◽  
Min Chen ◽  
Xiangqing Li
Keyword(s):  
Self Efficacy ◽  
Manufacturing Industry ◽  
Cognitive Theory ◽  
Psychological Safety ◽  
Mediation Model ◽  
Innovative Behavior ◽  
Inclusive Leadership ◽  
Mediating Variables ◽  
Creative Self ◽  
The Impact

Leadership is an important antecedent variable of employee innovative behavior. In previous studies, the influence of inclusive leadership on employee innovative behavior mainly focus on one mediating variable, which may lead to a deviation in parameter estimation due to the omission of other mediating variables. According to the social cognitive theory and motivation theory and from the perspective of cognitive–motivation integration, this study establishes a moderating multi-mediation model to understand the impact of inclusive leadership on employee innovative behavior. Psychological safety and creative self-efficacy are used as mediating variables, and innovation rewards are used as moderating variables. The data are collected from 418 employees of the manufacturing industry in China. The results show that, at first, inclusive leadership has a positive effect on employee innovative behavior. Secondly, both psychological safety and creative self-efficacy play partial mediating effects between inclusive leadership and employee innovative behavior, with the effect of the former being significantly smaller than that of the latter. Thirdly, innovation rewards positively moderate the relationships of “psychological safety—employee innovative behavior” and of “creative self-efficacy—employee innovative behavior.” Fourthly, innovation rewards positively moderate the indirect effect of inclusive leadership on employee innovative behavior through psychological safety and creative self-efficacy. These findings are not only helpful to expand how inclusive leadership influences the innovative behavior of employees but also provides some suggestions for enterprise innovation development.

Can knowledge hiding promote creativity among IT professionals

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ramsha Zakariya ◽  
Sajid Bashir
Keyword(s):  
Knowledge Sharing ◽  
Self Efficacy ◽  
Supervisor Support ◽  
It Professionals ◽  
Content Type ◽  
Benign Envy ◽  
Time Lagged ◽  
Creative Self ◽  
Knowledge Hiding

Purpose Knowledge sharing is believed to enhance creativity; however, the purpose of this study is to find out how and when knowledge hiding perception of target affects creativity of IT professionals. Design/methodology/approach Using a temporally segregated survey based data from IT professionals, this study investigates a three-way interplay of knowledge hiding, supervisor support for creativity and creative self-efficacy to examine employee’s creativity. Time lagged data were collected from 253 respondents working in IT-based organizations across Pakistan. Findings Findings provide interesting insights revealing that knowledge hiding perception of target enhances target’s creativity through the mechanism of benign envy. Another appealing finding is that the three-way interaction effect of supervisor support and creative self-efficacy is found to weaken the effect of knowledge hiding perception on employee creativity. Originality/value This is first of its kind study which is specifically related target’s knowledge hiding perception with their own creativity among IT professionals. This study further explores the mechanism of benign envy as a motivational drive through which target’s knowledge hiding perception enhances creativity. The cumulative role of conditional factors that affect knowledge hiding perception to creativity link from target’s perspective has also been clarified. Most of the studies focus on benefits of knowledge sharing and ignoring the outcomes of knowledge hiding.

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