The Impact of Leadership on Employee Innovative Work Behaviour in Facilities Management Service Providers in Oman

Abstract

Employee innovative work behavior (EIWB) within organizations plays a key role in achieving the goals of the organization. The current study describes the level of employee innovative work behavior among Facility Management (FM) service providers in Oman and the effect of leadership on employee innovative work behavior before then after an employee motivation has been included as mediator. It focuses on mid-level managers, technicians and supervisors of FM service providers in Oman. Self-structured questionnaire that utilized a set of questions which measure leadership, employees' motivation besides employee innovative work behaviour used as a data collection instrument. Sample size was 320 employees from four FM service providers. The regression analysis identified employees' motivation partially mediates the relationship among leadership and employees innovative work behavior. Additionally, the mean values show that the levels of employee innovative work behavior among employees are moderately high. The outcomes of this paper recommend that leadership, presence an influential-motivation instrument for depicting the innovative work. The current paper offers an insight into workers ' creative change in work behavior arising from leadership and enthusiasm for their career and organization. Besides drawbacks, the paper also addressed the implications.

A Conceptual Review of the Determinants of Employee Innovative Work Behavior

“…Leadership Factor: There are various leadership styles have been studied on IWB such as Transformational leadership, Transactional leadership and Laisser-Faire leadership (Alheet et al, 2021;Khan et al, 2020;Afsar & Umrani, 2020;Bawuro et al, 2018;Chatchawan et al, 2017;Gashema, 2021;Grošelj et al, 2020;Sinaga et al, 2021;Tan et al, 2021) Ethical Leadership (Wen et al, 2021;Hashim, 2021) Inclusive Leadership (Alshoukri et al, 2020;Javed et al, 2020;Bannay et al, 2020;Javed et al, 2019) Entrepreneurial Leadership (Li et al, 2020) and Servant Leadership (Cai et al, 2018). According to a recent systematic literature review by AlEssa & Durugbo, (2021) and El Alfy & Naithani, (2021) found that leadership studies dominate research related to IWB and transformational leadership (TL) is the most studied style of leadership linked to IWB.…”

“…Transformational leadership (Alheet et al, 2021;Khan et al, 2020;Afsar & Umrani, 2020;Bawuro et al, 2018;Gashema, 2021;Grošelj et al, 2020;Sinaga et al, 2021;Tan et al, 2021) (Afsar & Masood, 2018;Alnajjar & Hashim, 2020;Alshahrani et al, 2023;Arsawan et al, 2022;Bednall et al, 2018;Bin Saeed et al, 2019;Bin Saripin & Kassim, 2019;Contreras et al, 2020;Ferdinan & Lindawati, 2021;Grošelj et al, 2021;Hansen & Pihl-Thingvad, 2019;Khan et al, 2019;Sukumarl Koednok, 2023;Rahmah et al, 2020;Stanescu et al, 2020;Sudibjo & Prameswari, 2021;Tan et al, 2021;) Transactional Leadership (Alheet et al, 2021;Contreras et al, 2020;Faraz et al, 2018;Hansen & Pihl-Thingvad, 2019;Kustanto et al, 2020;Rahmah et al, 2020) Ethical Leadership (Hashim, 2021;Musenze & Mayende, 2022;Wen et al, 2021) Inclusive Leadership (Bannay et al, 2020), (Alshoukri et al, 2020;ASLAN, 2019;Javed et al, 2019Javed et al, , 2020…”

Pengaruh Kepemimpinan Inklusif Terhadap Perilaku Inovatif Karyawan Dimediasi Oleh Perceived Organizational Support

“…Penelitian ini mendukung hasil penelitian sebelumnya yang dilakukan oleh Alshoukri et al (2020) yang menyatakan inklusivitas pemimpin diarahkan mendorong dan menghargai sudut pandang yang berbeda dari anggota yang beragam dalam interaksi kelompok. Karyawan yang didukung oleh pemimpin mereka akan mendapat lebih banyak kebebasan untuk terlibat dalam perilaku inovatif.…”

“…mendorong dan menghargai cara berpikir yang berbeda dari anggota organisasi (Alshoukri et al, 2020) Pemimpin yang inklusif mampu menyediakan sumber daya informasi, waktu dan dukungan yang diperlukan dalam membentuk perilaku inovatif karyawan. Pemberdayaan kepemimpinan inklusif berfokus dalam hal memimpin, berbagi kekuatan, pembelajaran serta pelatihan, dimana pemimpin akan menempatkan dirinya ke dalam cara pandang orang lain dan menghargai cara berpikir yang berbeda dari anggota organisasi.…”

Inclusive leadership and workers' safety behaviour during Covid-19 pandemic

“…The extant literature on inclusive leadership and safety behaviour show studies have been conducted in many countries outside of Indonesia (Choi et al ., 2017; Jing et al ., 2018; Qi et al ., 2019; Ye et al ., 2019; Alshoukri et al ., 2020). We argue this is a research gap that our study can address.…”