The Mediated Moderating Role of Organizational Learning Culture in the Relationships among Authentic Leadership, Leader-Member Exchange, and Employees’ Innovative Behavior

Jung, Ki Hwan; Ullah, Saif; Choi, Suk Bong

doi:10.3390/su131910802

Cited by 16 publications

(5 citation statements)

References 52 publications

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“…While some of these business challenges have been discussed in the literature (see [95][96][97]), our analysis of the underpinning connotations of the textual data via concordance analysis (see Table 2) reveals an additional psychological meta-challenge that is interwoven with the business challenges (e.g., 'it's been pretty depressing thinking about how much income we've lost since March': ABC News, 05.05.2020). The situation has created uncertainty among business leaders and was described as creating a 'pressure cooker' (Gourmet Traveller, 03.04.2020) environment, causing stress.…”

Section: Challenges Facing Hospitality Business Leadersmentioning

confidence: 89%

Responsible Leadership and Innovation during COVID-19: Evidence from the Australian Tourism and Hospitality Sector

et al. 2023

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The COVID-19 crisis provides an opportunity for sustainable renewal and requires responsible leaders who are responsive to stakeholder needs and able to innovate in light of new challenges. This study draws on stakeholder theory and responsible leadership theory to examine (a) the challenges industry leaders face as a result of COVID-19 and (b) their innovative responses in light of their responsibilities to stakeholders and society. We conducted a corpus linguistics study based on high-volume media websites reporting tourism and hospitality news on leadership and innovation. We applied a stakeholder and social responsibility lens to the data analysis. We discovered that, despite the challenges that leaders faced, some transcended self-interest or integrated self-interest with consideration for the interest of others and formed partnerships with other stakeholders resulting in win-win solutions. In particular, we found evidence of leaders who (1) responded to the needs of owners, employees, customers, and community stakeholders and (2) developed not only incremental innovations but substantial ones benefitting stakeholders in business and society. We discuss responsible leadership as a pathway for transforming the tourism and hospitality industry towards a more sustainable and community-centred ‘new normal’. Based on our findings, we present recommendations for future research and policymakers.

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Section: Challenges Facing Hospitality Business Leadersmentioning

confidence: 89%

Responsible Leadership and Innovation during COVID-19: Evidence from the Australian Tourism and Hospitality Sector

et al. 2023

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“…Research has suggested that charismatic leadership has a positive impact on group innovation behavior. Charismatic leaders tend to create an environment that fosters creativity, risk-taking and innovation, which can lead to greater group innovation (Jung et al , 2021). Charismatic leaders are known to inspire and motivate their followers to think outside the box, take calculated risks and generate new ideas (Koh and Boo, 2001).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Winning hearts and minds: the charismatic leader’s role in SME productivity

Salloum,

Jarrar,

Chaanine

et al. 2023

EBR

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Purpose This study focuses on exploring charismatic leadership within Lebanese Information Technology (IT) small and medium-sized enterprises (SMEs) and its influence on productivity. Through an in-depth analysis of the charismatic qualities and behaviors exhibited by leaders in these organizations, this research aims to delineate how such attributes may shape productivity levels. This study aims to deepen our understanding of leadership dynamics within the context of Lebanese IT SMEs, providing essential insights that can contribute to the enhancement of organizational performance and success. Design/methodology/approach This fundamental research used a quantitative approach and a purposive sampling method to select 342 Lebanese IT SMEs for primary data collection through a survey. Statistical regression analysis was then applied to treat the collected data. Findings The findings of this study reveal a positive correlation between charismatic leadership and increased innovation behavior among group or board members. This correlation can be strengthened by fostering a sense of ownership toward innovation and by ensuring a healthy work-life balance. Furthermore, the creation of an environment that emphasizes open communication and trust can enhance this correlation. Practical implications The implications of these findings are significant for organizations seeking to enhance their innovation capabilities. They suggest that investing in the development of charismatic leadership skills can be a valuable strategy for fostering innovation and creativity. Originality/value This study offers a unique and practical assessment of the role that charismatic leadership plays in maintaining resilient firm structures, especially during periods of political and economic instability.

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“…Despite having limited literature that examined the relationship between organizational learning culture and innovative work behavior, this result is aligned with many previous studies. It was discovered that organizational learning culture was positively associated with technical innovation in Spanish employees (Sanz-Valle et al, 2011), played a critical role as a mediator in company culture and organizational innovation relationship in Iranian companies (Abdi et al, 2018), as well as moderated the relationship between leader-member exchange and innovative behavior on manufacturing workers in Korea (Jung et al, 2021). Referring to the content analysis research conducted by Zennouche, Zhang, and Wang (2014) also included organizational culture as one of the influencing factors of innovation, which is consistent with the results of the current study.…”

Section: Hypothesis Testingmentioning

confidence: 99%

Knowledge Sharing Behavior, Team Climate, and Organizational Learning Culture as Predictors of Innovative Work Behavior

Listyanti,

Hendarman

2023

Int. J. Manage. Entrep. Soc. Sci. Hum.

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Innovative work behavior has become an important research topic in human resource management. In the current fast-paced environment, organizations have also been forced to rely more on people to innovate to stay ahead of the competition. Addressing both the theoretical and practical purposes, this study investigated the roles of knowledge sharing behavior, team climate, and organizational learning culture in predicting innovative work behavior. A self-report questionnaire was used to collect data from employees in a telecommunication company in Indonesia with a total of 155 responses. Regression analysis revealed that knowledge sharing behavior, team climate, and organizational learning culture predicted employees’ innovative work behavior, which was consistent with previous findings. These results contribute to the existing literature by providing evidence that individual, group, and organizational factors should always be considered when predicting innovative work behavior.

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The Mediated Moderating Role of Organizational Learning Culture in the Relationships among Authentic Leadership, Leader-Member Exchange, and Employees’ Innovative Behavior

Cited by 16 publications

References 52 publications

Responsible Leadership and Innovation during COVID-19: Evidence from the Australian Tourism and Hospitality Sector

Responsible Leadership and Innovation during COVID-19: Evidence from the Australian Tourism and Hospitality Sector

Winning hearts and minds: the charismatic leader’s role in SME productivity

Knowledge Sharing Behavior, Team Climate, and Organizational Learning Culture as Predictors of Innovative Work Behavior

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