Relationships between leadership, motivation and employee-level innovation: evidence from India

Gupta, Vishal

doi:10.1108/pr-11-2019-0595

Cited by 39 publications

(37 citation statements)

References 47 publications

(96 reference statements)

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“…strong identifiers are likely to exert substantial individual efforts for the sake of organizational goals, and those efforts translate into their intrinsic motivation to perform well in their individual jobs, resulting in enhanced job performance" (p. 1051). Although several researchers have explored the relationship between IM and employee creativity (Woodman et al, 1993;Shin and Zhou, 2003), others have suggested that IM may help employees not only to create ideas, but also to try harder to implement them, in an attempt to improve organizational performance (Yidong and Xinxin, 2013;Gupta, 2020). Therefore, we propose that OID would impact IWB of knowledge workers through the mediating mechanism of enhancing their IM.…”

Section: Intrinsic Motivation As a Mediating Variablementioning

confidence: 97%

“…OID, which is described as a feeling of belonging to a collective, may fulfill relatedness needs of employees, especially in a high relationship-oriented society. Peers and leaders, through their interpersonal relationships and trust, may create an atmosphere where employees feel free to confide personal and work problems, thereby fulfilling relatedness needs (Gupta, 2020). These feelings of security and relatedness are associated with IM (Deci and Ryan, 1985).…”

Section: Oid and Innovative Work Behaviormentioning

confidence: 99%

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Organizational identification of knowledge workers in India: causes, consequences and the relevance of context

Mazumder

Agarwal

Sharma

2021

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PurposeThis research develops and tests a model for organizational identification (OID) in a sample of knowledge workers in India. It calls attention to the relational antecedents of OID that are often overlooked in existing literature. Strong theoretical arguments are also built for context-specific outcome behaviors such as intrinsic motivation (IM) and innovative work behavior (IWB) that are relevant to knowledge work.Design/methodology/approachData were collected from 357 IT industry employees in India. Partial least squares structural equation modeling (PLS-SEM) was used to test the hypotheses and the path model.FindingsStrong support was found for relational antecedents of OID and the outcome variable IWB. The findings indicated that OID impacts IWB through the mediating mechanism of IM. Overall, the model demonstrated strong predictive power.Practical implicationsThe findings suggest that social and relational variables could be strong managerial levers to increase the feeling of belongingness experienced by knowledge workers in India. In turn, OID can impact IWB, which is a significant outcome for knowledge work.Originality/valueThe study finds strong support for hypothesized relationships that have been unexplored or underexplored in mainstream OID literature. Relational antecedents were found to be strong predictors of OID in this sample. Also, the relationship between OID and IWB, an outcome behavior that is specifically relevant to knowledge-driven businesses, has not been explored earlier.

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Section: Intrinsic Motivation As a Mediating Variablementioning

confidence: 97%

Section: Oid and Innovative Work Behaviormentioning

confidence: 99%

Organizational identification of knowledge workers in India: causes, consequences and the relevance of context

Mazumder

Agarwal

Sharma

2021

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“…As leadership is characterized by creativity, inspiration and empowerment (Gupta, 2020;Zhang et al, 2014), technological development and transfer within and across firms can be facilitated by leadership. This facilitating role of leadership concerning technology can, in turn, be reflected in the firm's TTC.…”

Section: Antecedents Of Technology Transfer Competencementioning

confidence: 99%

Unlocking the relationships between strategic planning, leadership and technology transfer competence: the mediating role of strategic quality management

Bolatan

Gölgeci

Arslan

et al. 2022

JKM

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Purpose This study aims to investigate the relationships between firms’ strategic planning (SP), leadership and technology transfer competence (TTC) by specifically incorporating the mediating role of strategic quality management (SQM). Design/methodology/approach This study performs structural equation modeling using AMOS on survey data collected from 200 Turkish firms operating in multiple industries and sectors. Findings This study finds that leadership in Turkish firms operating in multiple sectors is positively associated with SQM. This study further finds that SQM positively influences Turkish firms’ TTC and mediates the roles of SP and leadership in TTC. Research limitations/implications A key research implication from this study relates to the mediating role of SQM in TTC in an emerging economy context. This study highlights that SP and leadership can play an essential role in TTC through the mediating mechanism of SQM. Consequently, SQM emerges as a crucial linking pin in conveying the impact of quality management practices on technology transfer in emerging markets. Practical implications An essential managerial implication of this study relates to the critical roles of leadership, SP and SQM in TTC. For the managers of firms operating in a relatively uncertain emerging context such as Turkey, it is essential to adopt a supportive and empowering leadership style, where open communication and innovative activities are viewed positively and SQM is adopted holistically. Also, SP should be streamlined throughout the firm and followed by SQM to support TTC. Originality/value This paper links the technology (and knowledge) management and the strategy and leadership literature streams by focusing on the mechanisms of technology transfer and delving into the linkages between SQM, leadership, SP and TTC. It specifically presents SP and leadership as precursors to SQM in their joint influence on TTC. Accordingly, this research bridges technology, strategy and leadership research and provides a broader picture of technology transfer that encompasses the joint role of different processes in firms’ TTC.

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“…On the other hand, if employees lack humor, even if humorous leaders can provide external resources and conditions for employee innovation, it is difficult for employees to apply these resources to innovation, because the important influence factor of innovation is employee’s intrinsic interest in innovation ( Shin et al, 2017 ). For example, previous research has found that extrinsic motivation is positively related to innovation only when the value of rewards is integrated to one’s sense of self ( Gupta, 2020 ). Otherwise, extrinsic motivation is not related to innovation ( Gupta, 2020 ).…”

Section: Theories and Hypothesesmentioning

confidence: 99%

“…For example, previous research has found that extrinsic motivation is positively related to innovation only when the value of rewards is integrated to one’s sense of self ( Gupta, 2020 ). Otherwise, extrinsic motivation is not related to innovation ( Gupta, 2020 ). Thus, when employee humor is lower than his or her leader, it means that the employee has weaker intrinsic motivation and less emotional resources for innovative behavior.…”

Section: Theories and Hypothesesmentioning

confidence: 99%

Leader–Employee Congruence in Humor and Innovative Behavior: The Moderating Role of Dynamic Tenure

Yuan

2021

Front. Psychol.

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Drawing upon the literature on complementary fit theory, the purpose of this study is to examine how the dynamic tenure moderates the relationship between leader–employee congruence/incongruence in humor and employee innovative behavior. Data were collected from 108 leader–employee dyads from information technology companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses. Four conclusions were drawn. First, employee innovative behavior was maximized when leaders and employees were incongruent in humor. Second, in the case of incongruence, employees had higher innovative behavior when employees were more humorous than their leaders. Third, in the case of congruence, employees had higher innovative behavior when a leader’s and an employee’s humor matched at high levels. Fourth, dynamic tenure moderated the leader–employee congruence/incongruence effect of humor on employee innovative behavior. This study enhanced theoretical developments by considering the importance of leaders’ congruence with employees in humor for the first time. Additionally, the research results provided better practical guidance for effectively promoting employee innovative behavior.

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Relationships between leadership, motivation and employee-level innovation: evidence from India

Cited by 39 publications

References 47 publications

Organizational identification of knowledge workers in India: causes, consequences and the relevance of context

Organizational identification of knowledge workers in India: causes, consequences and the relevance of context

Unlocking the relationships between strategic planning, leadership and technology transfer competence: the mediating role of strategic quality management

Leader–Employee Congruence in Humor and Innovative Behavior: The Moderating Role of Dynamic Tenure

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