How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy

Lee, Wang Ro; Choi, Suk Bong; Kang, Seung‐Wan

doi:10.3390/su13041901

Cited by 67 publications

(83 citation statements)

References 91 publications

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“…The results of this experimental study support H1. This is consistent with the findings of past studies, which suggest that firm performance has a strong relationship with the internal dynamics of the firm [29,30]. However, H2A, H2B and H2C, which postulated the moderating effect of age, education level and gender on the relationship between MA and employees' performance, were not supported at the desired level of statistical significance.…”

Section: Discussionsupporting

confidence: 90%

Moral Awareness: A Source of Improved Sustainable Performance

et al. 2021

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Despite the increasing realization of the significance of work ethics and moral awareness (MA) in businesses after mega scandals, such as those of Enron and Tyco, few studies have investigated the relationship between MA and employees’ performance and the intermediate mechanisms that explain this relationship. This study proposes that as employees’ work ethics are calibrated through ethical training, their MA increases, in turn affecting employees’ job performance. This experimental study is aimed at investigating the impact of MA, increased through ethical training, on employees’ job performance. Based on institutional theory, the multidimensional work ethic profile (MWEP) and strategic human resource management literature, it is hypothesized that MA of employees’ is positively correlated with employees’ performance and that this relationship is moderated by the age, gender and education level of the employees. In particular, the moral awareness component of ethical decision-making (EDM) models is considered as coextensive with work ethics in experimental design, and work ethics is depicted by a multidimensional work ethic profile (MWEP). The study used a sample of 100 employees of a golf club, divided into an experiment group and a control group with 50 employees each. The experiment group was subjected to an ethical training program focused on increasing MA. Employees’ performance for both groups was evaluated based on eight sub-variables. The study concluded that increasing MA increases employees’ performance, with no significant moderation effect of age, gender and education level on this relationship. The results of this study will go a long way in helping managers to increase the productivity of their employees through increased MA.

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Section: Discussionsupporting

confidence: 90%

Moral Awareness: A Source of Improved Sustainable Performance

et al. 2021

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“…Moreover, job autonomy is a job characteristic that is related to creativity. Past studies have reported that job autonomy has a positive effect on employee creativity and innovation behavior [45,46]. For instance, in their seminal work, Zhou [47] indicated that when a firm facilitates its employees with a higher level of task autonomy, it positively influences their capability to think in new and novel ways.…”

Section: Job Autonomy and Employee Creativitymentioning

confidence: 99%

“…Secondly, the inclusion of job autonomy as a mediating variable between the relationship of CSR and employee creativity also adds significantly to the prior literature. The mediation effect of job autonomy in fostering employee creativity is evident in the available literature of organizational management [46,50,51]; however, the mediation effect of job autonomy has mostly been linked in the context of leadership studies. The current study, in this context, is one of the sparse studies which considered the mediation effect of job autonomy from the perspective of CSR to spur employee creativity.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

The Relationship of CSR and Employee Creativity in the Hotel Sector: The Mediating Role of Job Autonomy

et al. 2021

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Despite the growing surge in the literature about employee creativity, the mainstream literature largely views it from an organizational perspective, and ignores the underlying mechanism that motivates employees to be engaged in different creative tasks. Against this backdrop, the current work was carried out to explore the relationship of corporate social responsibility (CSR) and employee creativity with the mediating effect of autonomy to explain the motivational pull for employee creativity. The data were collected from the employees of the hotel sector of Pakistan through a self-administered questionnaire (n = 511) and were analyzed by employing the structural equation modeling (SEM) technique. The results revealed that CSR, through the mediating effect of job autonomy, influences employees’ creativity significantly. The findings of the current analysis will help both academia and professionals from the hotel sector to understand the importance of CSR as a booster for employee creativity. Furthermore, the potential role of job autonomy as a mediator in explaining this relationship will also help policymakers to understand the importance of freedom at the workplace to engage the workforce in different extra-roles, including creativity.

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“…Creative action should also be understood as a multi-dimensional and holistic organisational activity rather than individual creativity because it encompasses the development of ideas and the promotion, implementation, and dissemination of ideas (Janssen 2000;Rampa and Agogué 2021). In this context, innovative behaviour denotes changes in consciousness or behaviour at the individual level, such as changes in each member's duties or service methods and acquiring new skills (Li and Hsu 2016;Lee et al 2021).…”

Section: Innovative Behaviourmentioning

confidence: 99%

The Effect of Servant Leadership on Self-Efficacy and Innovative Behaviour: Verification of the Moderated Mediating Effect of Vocational Calling

Yoon

2021

Administrative Sciences

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This study aimed to verify the impact of servant leadership on innovative behaviour in non-governmental organisations (NGOs). It particularly investigated the role of a mediator for self-efficacy in the relationship between servant leadership and innovative behaviour. This study defined the organisational psychology-behaviour mechanism in non-profit organisations by verifying the moderated mediating effect of vocational calling in the relationship between servant leadership, self-efficacy, and innovative behaviour. The 174 pilot samples used in this study comprised community service participants in NGOs. The analysis verified the hypothesis set through causal correlations among four variables using regression analysis and the PROCESS macro developed by Hayes. Vocational calling played a moderating role in the relationship between servant leadership and self-efficacy, and vocational calling had a conditional effect on the impact of servant leadership on innovative behaviour through self-efficacy. Meanwhile, self-efficacy fully mediated servant leadership and innovative behaviour. Based on the verification of the mechanism of organisational psychology-action, this study sought ways to develop the organisation of NGOs and improve the working environment.

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How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy

Cited by 67 publications

References 91 publications

Moral Awareness: A Source of Improved Sustainable Performance

Moral Awareness: A Source of Improved Sustainable Performance

The Relationship of CSR and Employee Creativity in the Hotel Sector: The Mediating Role of Job Autonomy

The Effect of Servant Leadership on Self-Efficacy and Innovative Behaviour: Verification of the Moderated Mediating Effect of Vocational Calling

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