Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings

Abstract

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader-member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high-quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed. K E Y W O R D Semployee innovation, innovative work behavior, leader-member exchange, LMX, performance appraisal, performance ratings

Investigating the role of innovative behavior in mediating the effect of transformational leadership and talent management on performance

“…This finding is as rigorous and confirms the results of previous studies that innovative behavior has a significant effect on performance (e.g. Janssen et al, 2004;Marques & Ferreira, 2009;Gunday, et al, 2011;Aryee, et al, 2012;Bhanugopan et al, 2017;Schuh, et al, 2018;and Shanker, et al, 2019). Thus, these findings are consistent, support, and confirm the results of previous studies that innovative behavior has a positive and significant direct effect on performance.…”

“…Park, Moon, & Hyun, 2014;Han, et al, 2016;Bednall, et al, 2018;Ahmad, Easa, & Mostapha, 2019) and innovative behavior has a direct effect on performance (e.g. Janssen, van de Vliert, & West, 2004;Marques & Ferreira, 2009;Gunday, et al, 2011;Aryee, et al, 2012;Bhanugopan, van der Heijden, & Farrell, 2017;Schuh, et al, 2018;and Shanker, et al, 2019). Thus, these findings are consistent, support and confirm the results of previous studies that transformational leadership has a positive and significant indirect effect on performance by mediating innovative behavior.…”

Servant Leadership and Innovative Behaviour: An Empirical Analysis of Ghana’s Manufacturing Sector

“…Supervisors assessed subordinates' innovative work behaviour using the three-item scale adapted from Schuh et al [59]. A sample item is "This employee searches out new working methods, techniques, or instruments."…”

Promoting Green Product Development Performance via Leader Green Transformationality and Employee Green Self-Efficacy: The Moderating Role of Environmental Regulation

“…Leaders are considered the key antecedent of workplace innovation performance [11,12], which means that they need to provide contextual support for employee innovation [13]. The research on leadership style is constantly emerging [14], which explores the role of value-oriented leadership as the effective supplement of positive leadership (such as transformational leadership), reflecting its incremental validity, but failing to solve the problem of potential structural redundancy [15].…”