This study examines how leader-member exchange relates to subordinate's innovative work behavior through intrinsic motivation, psychological empowerment, and creative process engagement. On the basis of an interactional approach, this study hypothesized that (a) there is an interaction between leader-member exchange, intrinsic motivation, and psychological empowerment that affects innovative work behavior, such that leader-member exchange has the strongest positive relationship with innovative work behavior when subordinates have high levels of intrinsic motivation and psychological empowerment; and (b) creative process engagement mediates the effect that this threeway interaction between leader-member exchange, intrinsic motivation, and psychological empowerment has on innovative work behavior. Data were collected from 337 employees and their immediate supervisors (137) from automotive industry. First, subordinates completed measures of their leader-member exchange, intrinsic motivation, and psychological empowerment. Then, the supervisors of these employees assessed their subordinates' innovative work behavior. The results supported the hypotheses. We found that leader-member exchange, intrinsic motivation and psychological empowerment interacted to affect employee innovative work behavior in such a way that when intrinsic motivation and psychological empowerment were both high, leader-member exchange had the strongest positive relationship with innovative work behavior and creative process engagement mediated this relationship. This study is the first of its kind to empirically examine the interactional perspective of leader-member exchange on innovative work behavior through psychological empowerment, intrinsic motivation, and creative process engagement. Theoretical and practical implications and future area of research are discussed at the end.

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This study examines how leader-member exchange relates to subordinate's innovative work behavior through intrinsic motivation, psychological empowerment, and creative process engagement. On the basis of an interactional approach, this study hypothesized that (a) there is an interaction between leader-member exchange, intrinsic motivation, and psychological empowerment that affects innovative work behavior, such that leader-member exchange has the strongest positive relationship with innovative work behavior when subordinates have high levels of intrinsic motivation and psychological empowerment; and (b) creative process engagement mediates the effect that this threeway interaction between leader-member exchange, intrinsic motivation, and psychological empowerment has on innovative work behavior. Data were collected from 337 employees and their immediate supervisors (137) from automotive industry. First, subordinates completed measures of their leader-member exchange, intrinsic motivation, and psychological empowerment. Then, the supervisors of these employees assessed their subordinates' innovative work behavior. The results supported the hypotheses. We found that leader-member exchange, intrinsic motivation and psychological empowerment interacted to affect employee innovative work behavior in such a way that when intrinsic motivation and psychological empowerment were both high, leader-member exchange had the strongest positive relationship with innovative work behavior and creative process engagement mediated this relationship. This study is the first of its kind to empirically examine the interactional perspective of leader-member exchange on innovative work behavior through psychological empowerment, intrinsic motivation, and creative process engagement. Theoretical and practical implications and future area of research are discussed at the end.

It is the people and not the organizations that innovate and make a difference. Research has shown that thinking and implementing novel and useful ideas is one of the most difficult tasks for the employees and among many factors contributing to foster it, the role of job embeddedness has received little attention. This study draws on Organizational Ambidexterity Learning theory and Job Embeddedness Theory to conceptualize and confirm the relationship between job embeddedness, innovative work behaviour, and employee learning in the setting of frontline service employees. Data were collected from 437 frontline service employees in Pakistan. Consistent with the study's predictions, both on-and off-the-job embeddedness were related with explorative learning, and innovative work behaviour. Furthermore, an employee's learning mediated the effects of on-and off-the-job embeddedness on innovative work behaviour whereas explorative learning showed non-significant effects on innovative work behaviour. These findings provide several meaningful insights for future research and managerial practices.

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