The Effect of Leader-Member Exchange on Innovative Work Behavior in the Saudi Hospitality

Abstract

This study investigated whether a relationship exists between leader-Member exchange (LMX) and innovative work behavior (IWB) of hotel sector employees in the territory of Riyadh. LMX's overall effect on innovative employee work behavior can be seen in the values of R 2 = 0.655 and adjusted R 2 =0.423. Overall, the results explain 65 percent of the variation in innovative employee behavior, which represents a satisfactory and positive result for the study and supported the study's hypotheses. One aim of the study was to improve our understanding of the effect that LMX has on IWB among the hospitality sector in Riyadh. LMX was found to be an important antecedent of IWB, and a high level of quality of LMX between employees and supervisors will inspire employees to be increasingly innovative while working.

The Effect of Leadership on Employee Creativity in Facilities Management Service Providers in Oman

“…Accordingly, leadership would involve followers beyond organizational boundaries (Moon, et al, 2018) (Janssen, 2005). Consequently, the individuals and employees have a positive situational sense to determine what is to be carried out (Rosile, et al, 2018) (Alsughayir, 2017) Now, especially with financial situations and competitiveness creativity and intrinsic motivation are crucial for organizational success. Employers must consider the importance of employee creativity and intrinsic motivation.…”

“…Employers must consider the importance of employee creativity and intrinsic motivation. A leader should be having the ability to initiative decisions taking towards the development factors as well as can maintain the positive functioning relationships in the organization (Feng, et al, 2018), (Akram, et al, 2016), (Alsughayir, 2017). Hence, a leader has a major supportive role.…”

“…Due to the innovation importance; the study of factors that enhance creativity and intrinsic motivation of the employee has also increased (Widmann & Mulder, 2018). A few studies, for example, (Akram, et al, 2016), (Alsughayir, 2017), (Kremer, et al, 2019) discovered innovativeness as the significant factor that helps organizations to have a practical competitive advantage over competitors as well as long haul endurance. Some decided intrinsic motivation is not just significant for innovation-oriented organizations nonetheless, it is additionally significant for the entire organizational workforce (Feng, et al, 2018), (Hassan, et al, 2018).…”

“…The achievement in new product advancement is not free of the firms operation environment. EIWB is concentrated on such activities that are started by the people themselves and their point is to improve the current conditions beginning new ones for the organization and themselves (Akram, et al, 2016) (Alsughayir, 2017). There is a more prominent need to comprehend the leadership and the impact of the organizational atmosphere in organizations (Bagheri and Akbari, 2018).…”

Employee Empowerment and Innovative Work Behavior

“…Interpersonal relationships and relationships nurtured between employees and their immediate leaders should not be underestimated. Scholars have increasingly demonstrated that leader-member exchanges enhance trust, respect, support, and loyalty and also facilitate the acquisition of innovative work behavior (Alsughayir, 2017;Bibi & Afsar, 2018;Tastan & Davoudi, 2015). Despite several policies being developed to guide innovativeness in organizations in Kenya, investment in leader-member exchange remains silent in most of these policies.…”