Does transformational leadership foster innovative work behavior? The roles of psychological empowerment, intrinsic motivation, and creative process engagement

This study examines how transformational leadership relates to employee's innovative work behavior through intrinsic motivation, psychological empowerment, and creative process engagement. On the basis of an interactional approach, this study hypothesized that (a) there is an interaction betwee...

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Vydané v:Economic research - Ekonomska istraživanja Ročník 32; číslo 1; s. 254 - 281
Hlavní autori: Bin Saeed, Bilal, Afsar, Bilal, Shahjehan, Asad, Imad Shah, Syed
Médium: Journal Article Paper
Jazyk:English
Vydavateľské údaje: Pula Routledge 01.01.2019
Taylor & Francis Ltd
Taylor and Francis Group i Sveučilište Jurja Dobrile u Puli, Fakultet ekonomije i turizma Dr. Mijo Mirković
Predmet:
Behavior
Companies
Creative process
creative process engagement
Creativity
Data
Economic theory
Empowerment
Engineers
Innovations
innovative work behavior
Intrinsic motivation
IT companies
Job performance
Leadership
Motivation
Occupational roles
psychological empower- ment
Psychological empowerment
Research design
Software
software engineers
Supervisors
Transformational leadership
Work
ISSN:1331-677X, 1848-9664
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Shrnutí:This study examines how transformational leadership relates to employee's innovative work behavior through intrinsic motivation, psychological empowerment, and creative process engagement. On the basis of an interactional approach, this study hypothesized that (a) there is an interaction between transformational leadership, intrinsic motivation, and psychological empowerment, such that transformational leadership has the strongest positive relationship with innovative work behavior when employees have high levels of intrinsic motivation and psychological empowerment; and (b) creative process engagement mediates the effect that this three-way interaction between transformational leadership, intrinsic motivation, and psychological empowerment has on innovative work behavior. In Study 1, we used a time-lagged research design, collecting multi-source data from 347 software engineers and their respective supervisors, working in IT companies in China. The results of Study 1 supported our hypotheses. In Study 2, we used a more temporally rigorous research design in which data were collected in three stages, with a six-month time interval separating Stages 1 and 2, and Stages 2 and 3. On the basis of the time-lagged and multi-source data from 393 software engineers and their respective supervisors, from IT companies in Pakistan, we found that Study 2 produced the same results as Study 1.
Bibliografia:ObjectType-Article-1
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ISSN:1331-677X
1848-9664
DOI:10.1080/1331677X.2018.1556108