Bolstering innovative work behaviours through leadership, affective commitment and organisational justice: a three-way interaction analysis

Abstract

Purpose The effects of transformational leadership, affective commitment and organisational justice on innovative work behaviours (IWBs) have been widely published in extant literature. Yet, despite extensive scholarly publications in these areas, little is known about the joint effects of these factors on IWBs. The purpose of this study is to examine if the effects of transformational leadership on IWBs are moderated by affective commitment and organisational justice. Design/methodology/approach Based on data collected from 263 respondents, this paper uses social exchange, job demands-resources, information processing and broaden-and-build theories to explore these relationships. This study further deploys Hayes’s (2013) PROCESS Macro to analyse data. Findings Of the three independent variables in this study, the results suggest that only transformational leadership has the main effects on IWB. More importantly, the results further suggest that transformational leadership has the largest impact on IWB when both affective commitment and organisational justice are high rather than low. The impact of transformational leadership is also significant when affective commitment is high and organisational justice is low. Practical implications This paper submits that organisations can boost IWBs through engendering employee affective commitment and concomitantly assisting supervisors to acquire transformational leadership and fairness skills. Originality/value To our knowledge, this is the first study to analyse the effects on IWBs, of a three-way interaction between transformational leadership, affective commitment and organisational justice; with substantial potential to advance theory and practice in leadership and innovation sciences.

Links connecting organizational socialization, affective commitment and innovative work behavior

“…Similar to the findings of Akhtar et al (2019), Fauziawati (2021), Hakimian et al (2016), Ismail and Mydin (2019), Jafri (2010), Khaola (2019), Tajeddini et al (2020) and Thompson and Heron (2006), the current study finds a significant positive association between AC and IWB, suggesting committed employees wish to serve the company creatively.…”

“…When employees are overly dedicated to their company, novelty develops. This relationship between OSTs and AC is significant (Dorenbosch, Engen & Verhagen, 2005;Kuok & Taormina, 2015;Khaola, 2019;Koo, Yu, Chua, Lee & Han, 2020).…”

“…The committed employees show voluntarism and willingness to serve their organization imaginatively (Fauziawati, 2021;Ismail & Mydin, 2019;Jafri, 2010). A significant positive relationship between AC, information sharing and IWB exists (Akhtar, Syed, Husnain & Naseer, 2019;Hakimian, Farid, Ismail & Nair, 2016;Jafri, 2010;Khaola, 2019;Tajeddini et al, 2020;Thompson & Heron, 2006):…”

Pengaruh Leadership dan Job Satisfaction terhadap Turnover Intention (Commitment sebagai Variabel Mediasi) pada PT XYZ

“…Dalam hasil pengujian H1 yang menunjukan bahwa diterimanya leadership berpengaruh secara langsung dan signifikan terhadap commitment pada PT XYZ, maka hal ini sesuai dengan penelitian yang dilakukan oleh Khaola et al (2021) yang menjelaskan bahwa leadership memiliki pengaruh yang signifikan terhadap commitment. Dengan diterimanya H1, maka apabila apabila leadership tinggi dan commitment juga tinggi maka akan mengurangi terjadinya turnover intention.…”

Effects of organizational culture, affective commitment and trust on knowledge-sharing tendency

“…Affective organizational commitment significantly impacts employees’ behavior (De Clercq et al , 2022; Khaola and Musiiwa, 2021; Park and Rainey, 2007). One of the reasons may be its effect on employees’ perceptions about improved performance, influencing individual learning that significantly impacts change (Alqudah et al , 2022; Turner Parish et al , 2008).…”