FROM INNOVATIVE LEADERS TO INNOVATIVE EMPLOYEES: THE MEDIATING ROLE OF JOB DESIGN AND WORK ENGAGEMENT
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| Titel: | FROM INNOVATIVE LEADERS TO INNOVATIVE EMPLOYEES: THE MEDIATING ROLE OF JOB DESIGN AND WORK ENGAGEMENT |
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| Autoren: | Zron, Anamarija, Filipas, Ana Marija, Mijatović, Matea |
| Quelle: | Conference Proceedings of the 6th International Conference on the Economics of the Decoupling (ICED). :649-669 |
| Verlagsinformationen: | 2025. |
| Publikationsjahr: | 2025 |
| Schlagwörter: | work engagement, innovative work behavior (IWB), job demands-resources (JD-R) model, innovative leadership, job design |
| Beschreibung: | Nowadays, employees face increasing demands for flexibility and innovation; therefore, leaders who foster creativity, collaboration, and resilience are essential for driving innovation and new ideas. Extensive research has explored leadership, employee engagement, and innovative work behavior (IWB); however, the specific link between innovative leadership and these factors remains underexplored. This study aims to examine the relationship between innovative leadership and IWB, with the mediating role of job resources, job demands, and work engagement within Croatian IT organizations. By enhancing the reliability of the innovative leadership scale and validating this relatively new measure, we seek to support its use in future research on the influence of leadership on engagement and innovation. The primary data was collected by means of a structured online questionnaire administered to a sample of 101 employees in leading IT companies. For construct measurement, validated Likert-type scales were used. The conducted path analysis indicates a direct relationship between innovative leadership and work engagement, as well as an indirect relationship through job demands and resources. A significant positive relationship between innovative leadership and job resources was found, suggesting that innovative leaders facilitate access to valuable resources such as autonomy, social support, and performance feedback. Additionally, it has a negative influence on job demands, including work pressure, emotional, physical, and mental stressors. Both job resources and job demands are positively related to work engagement and, at the same time, positively linked to IWB. These findings emphasized the potential for innovative leadership to effectively manage job design, leveraging both demands and resources to foster a workplace that promotes engagement and IWB. A contribution to the emerging literature on innovative leadership is made by the empirical validation of its impact within the JD-R framework. This study thus provides valuable insights for leaders to adopt innovative leadership behavior, and emphasizes its importance in terms of facilitating an engaged and innovative workforce. Considering that innovative leadership enhances IWB, fostering a balance between job demands and job resources through innovative leadership may positively impact employee well-being. |
| Publikationsart: | Conference object |
| ISSN: | 2706-3801 |
| Dokumentencode: | edsair.dris...01492..a7a225681a8dad76a995bec58aa790bc |
| Datenbank: | OpenAIRE |
Nájsť tento článok vo Web of Science | Abstract: | Nowadays, employees face increasing demands for flexibility and innovation; therefore, leaders who foster creativity, collaboration, and resilience are essential for driving innovation and new ideas. Extensive research has explored leadership, employee engagement, and innovative work behavior (IWB); however, the specific link between innovative leadership and these factors remains underexplored. This study aims to examine the relationship between innovative leadership and IWB, with the mediating role of job resources, job demands, and work engagement within Croatian IT organizations. By enhancing the reliability of the innovative leadership scale and validating this relatively new measure, we seek to support its use in future research on the influence of leadership on engagement and innovation. The primary data was collected by means of a structured online questionnaire administered to a sample of 101 employees in leading IT companies. For construct measurement, validated Likert-type scales were used. The conducted path analysis indicates a direct relationship between innovative leadership and work engagement, as well as an indirect relationship through job demands and resources. A significant positive relationship between innovative leadership and job resources was found, suggesting that innovative leaders facilitate access to valuable resources such as autonomy, social support, and performance feedback. Additionally, it has a negative influence on job demands, including work pressure, emotional, physical, and mental stressors. Both job resources and job demands are positively related to work engagement and, at the same time, positively linked to IWB. These findings emphasized the potential for innovative leadership to effectively manage job design, leveraging both demands and resources to foster a workplace that promotes engagement and IWB. A contribution to the emerging literature on innovative leadership is made by the empirical validation of its impact within the JD-R framework. This study thus provides valuable insights for leaders to adopt innovative leadership behavior, and emphasizes its importance in terms of facilitating an engaged and innovative workforce. Considering that innovative leadership enhances IWB, fostering a balance between job demands and job resources through innovative leadership may positively impact employee well-being. |
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| ISSN: | 27063801 |