Autonomy and feedback on innovative work behavior: The role of resilience as a mediating factor in Indonesian Islamic banks

Suhandiah, Sri; Suhariadi, Fendy; Yulianti, Praptini; Abbas, Ansar

doi:10.1080/23311975.2023.2178364

Cited by 14 publications

(7 citation statements)

References 94 publications

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“…According to Suhandiah et al (2023), IWB is the application of new ideas, concepts, procedures, instruments, or strategies in the workplace. This necessitates the involvement of SRL, which provides an illustration of fairness and integrity in institutional decision-making (Kyambade et al, 2023a).…”

Section: Discussionmentioning

confidence: 99%

Psychological Safety and Innovative Work Behavior: Does Socially Responsible Leadership Matter?

Kyambade,

Namuddu,

Mugambwa

et al. 2024

SBR

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Purpose – The present study investigates the relationship between innovative work behavior (IWB) and socially responsible leadership (SRL). The role of psychological safety in this relationship is also further explored in this study.Design/methodology/approach – Data were gathered from Ugandan public universities for this study. For this study, 214 employees were invited to take part. The research hypotheses were evaluated using Processes Macro and Amos.Findings – SRL has been found to effectively improve followers' Innovative work behaviour using data from Ugandan public universities. Furthermore, the primary impact of SRL on IWB of staff in public universities is mediated by psychological safety.Originality/value – This is one of the first studies to look into the relationship between followers' IWB and SRL and the mediating role of psychological safety among employees. Secondly, by investigating the mediation of psychological safety, this study expands our knowledge that binds SRL to IWB. In conclusion, our study draws from data gathered in Uganda and may offer novel perspectives to the predominantly western literature currently in circulation.

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Section: Discussionmentioning

confidence: 99%

Psychological Safety and Innovative Work Behavior: Does Socially Responsible Leadership Matter?

Kyambade,

Namuddu,

Mugambwa

et al. 2024

SBR

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“…Job autonomy can enhance intrinsic motivation, so employees are more likely to engage in creative work when they feel control over the work and less restriction on their role (Hassi et al, 2022). A wealth of literature supported the positive impact of job autonomy on innovative behavior (Hassi et al, 2022;Lee et al, 2021;Suhandiah et al 2023).…”

Section: Job Autonomy and Knowledge Workers' Innovative Behaviourmentioning

confidence: 99%

“…Prior research has discussed the effect of job-linked factors on employee innovative behaviour, central around job crafting, feedback, work engagement, and task significance (Asif et al, 2023;Suhandiah et al, 2023;Zhu et al, 2023). Few explored job autonomy as the predictor of innovative behaviour (Hassi et al, 2022) and how job autonomy interplay between ethical leadership and innovative behaviour.…”

Section: Introductionmentioning

confidence: 99%

Empirical Research on Ethical Leadership and Knowledge Workers’ Innovative Behaviour: The Mediating Role of Job Autonomy

Zhang,

Khan

2024

RGSA

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Introduction: This research studied the mediating role of job autonomy in the relationship between ethical leadership and knowledge workers’ innovative behaviour based on self-determination theory. Data were collected from 377 knowledge workers in the IT industry in Sichuan, Henan, and Guangdong province, China. A conceptual model was constructed and tested with the statistical software SMART-PLS. This paper concludes that job autonomy effectively mediates ethical leadership and knowledge workers’ innovative behaviour. The findings also reveal the strong and positive impact of ethical leadership on knowledge workers’ innovative behaviour. This paper enriched the leadership literature and extended the understanding of the predictors of employee innovative behaviour Objective: To investigate the impact of ethical leadership on knowledge workers’ innovative behaviour. To study the relationship between ethical leadership and job autonomy. To examine the impact of job autonomy on knowledge workers’ innovative behaviour. To investigate the mediating effect of job autonomy between ethical leadership and knowledge workers’ innovative behaviour. Theoretical Framework: Knowledge workers are highly skilled workers with professional knowledge, good education, or experience in their respective fields (Davenport, 2006). According to Correia & Dierendonck (2010), three core elements underpin the global meaning framework of knowledge workers: first, knowledge workers perceive their work as a calling; second, they have a strong desire for membership within a community of peers; third, they demand autonomy. These elements are in consistency with SDT. Method: This research used a quantitative approach to test the hypothesis, a closed questionnaire to collect the data, and SMART PLS version 4 to analyze the data. The survey questions were translated into Chinese with a back-translation approach (Brislin, 1986), as the respondents were all Chinese. Results and Discussion: Due to the single source, we first test common method bias. We adopted a full collinearity assessment approach to check the common method bias (Kock, 2015; Kock and Lynn, 2012). In this approach, the constructs were regressed on a new dummy variable with random values. As shown in table 4.1, the variance inflation factor (VIF) is lower than 3.3 (Kock, 2015), the model is indicated free of common method bias. Research Implications: The study constructed a research model to investigate the mediating effect of job autonomy between ethical leadership and knowledge workers' innovative behaviour. Management in knowledge-intensive industries, like the IT industry, can gain inspiration from the research to develop proper management strategies to promote knowledge workers’ innovative behaviour while guarding the ethical line.

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“…It has successfully generated and executed new and beneficial concepts, e.g. Suhandiah et al (2023). Leadership is an essential indicator of psychological empowerment in workers.…”

Section: Introductionmentioning

confidence: 99%

“…It has successfully generated and executed new and beneficial concepts, e.g. Suhandiah et al. (2023).…”

Section: Introductionmentioning

confidence: 99%

Empowering leadership: role of organizational culture of self-esteem and emotional intelligence on creativity

Ahmad

Hamid

Abbas³

et al. 2023

JMD

Self Cite

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PurposeThe changing workplace and the disruption and transformation of business processes brought on by modern technology make it difficult for a firm to maintain its existing plans. A management's ability to succeed is related to sustaining and developing its employees to be innovative workers. The idea is to empower subordinates and share authority with them, which increases efficiency.Design/methodology/approachIn this study, it was anticipated that there is a definite relationship between leadership empowerment and workplace cultures of self-esteem, emotional intelligence and creative thinking. Data were obtained using random sample techniques to confirm the hypothesis. A total of 291 Pakistani private-sector employees were surveyed for this study.FindingsThere were positive and substantial links between empowered leadership and creativity, while emotional intelligence and organizational self-esteem have an inverse relationship. For psychological appeal and inventiveness at work, empowerment alone is sufficient. Intellectual stimulus or culture of excessively positive self-esteem may cause numerous limits at work. Hence, management should avoid situations where leaders are predisposed to developing empowering techniques.Research limitations/implicationsThis study yields an additional understanding of organizational behavior literature. It was concluded from this study that empowering leaders should avoid using emotional intelligence when scaling up creative strategies. As an alternative, they should develop a culture of self-esteem through emotional intelligence.Practical implicationsLeaders may want to consider demographic values while developing empowerment strategies. It is not recommended to use emotional intelligence and empowerment simultaneously. As a result, this framework suggests a realistic and candid approach that is simple to implement.Originality/valueLeaders make people aware of the ongoing importance of innovative processes to encourage staff to be creative. Successful leaders may use either empowering culture or leadership empowerment strategies for a more significant appeal. Self-esteem culture may provide a structure of interaction buffer against the other emotions that could counter disruption.

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Autonomy and feedback on innovative work behavior: The role of resilience as a mediating factor in Indonesian Islamic banks

Cited by 14 publications

References 94 publications

Psychological Safety and Innovative Work Behavior: Does Socially Responsible Leadership Matter?

Psychological Safety and Innovative Work Behavior: Does Socially Responsible Leadership Matter?

Empirical Research on Ethical Leadership and Knowledge Workers’ Innovative Behaviour: The Mediating Role of Job Autonomy

Empowering leadership: role of organizational culture of self-esteem and emotional intelligence on creativity

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