Roles of leadership styles and relationship-based employee governance in open service innovation

Employee engagement and open service innovation: The roles of creative self-efficacy and employee innovative behaviour

Improving the innovation ability of organizations is the focal point of management study. This paper puts forward that innovative self-efficacy and employees’ innovative behaviour are continuous mediating variables, and discusses the influence mechanism of employees’ involvement and open service innovation from the individual factor level. In this study, a sample of 103 employees from travel companies was used to examine the hypothesis. The results show that employee engagement is positively related to open service innovation. Innovative self-efficacy plays a completely intermediary role between employee engagement and employee innovative behaviour; Creative self-efficacy and employees’ innovative behaviour play a continuous intermediary role between employees’ engagement and open service innovation. The results of this study will eventually help enterprises to carry out service innovation behaviour.

Employee participation in performance measurement system: focusing on job satisfaction and leadership

Purpose

This study examines how employee participation in the performance measurement system affects the relationship between authentic leadership and job satisfaction.

Design/methodology/approach

Survey data for this study were obtained from 322 employees in South Korea. Structural equation modeling and bootstrapping method were applied to test the proposed hypotheses.

Findings

This study first confirmed that authentic leadership positively affects job satisfaction. In addition, the results showed that employees' participation in developing performance measures partially mediated the relationship between authentic leadership and job satisfaction.

Practical implications

The findings imply that employees' participation in developing performance measures, which is promoted by authentic leadership, can be a strategy for enhancing job satisfaction. Therefore, in order to increase employees' job satisfaction, organizations need to promote employee participation in the performance measurement system and develop authenticity in leaders.

Originality/value

Employees' participation in developing performance measures has not been investigated sufficiently from the leadership perspective. This study expands the literature on the influence of employee participation in the performance measurement system on work-related outcomes by demonstrating that employees' participation in developing performance measures partially mediates the effect of authentic leadership on employee job satisfaction.

The interaction between leadership styles and their followers' human capital: a correspondence analysis approach applied to micro-sized businesses

Purpose

The purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.

Design/methodology/approach

The participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.

Findings

We found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.

Originality/value

Although, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.

How transformational leadership facilitates innovation capability: the mediating role of employees' psychological capital

Purpose

This paper aims to investigate the effects of transformational leadership on individuals and organization’s innovation capability via the mediating role of employees' positive psychological capital (Psy-Cap) namely self-efficacy and optimism.

Design/methodology/approach

Structural equation modeling (SEM) is used to test proposal hypotheses through the empirical data collected from 330 participants at 90 firms in Vietnam.

Findings

The research findings revealed that self-efficacy and optimism significantly mediate the relationship between transformational leadership and innovation capabilities. In addition, self-efficacy has a greater impact on innovation capabilities compared with the effect of optimism.

Practical implications

The findings highlight the important role of practicing transformational leadership style to nurture and foster both employees' positive psychology sources and firms' innovation capability.

Originality/value

The paper has significantly advanced and deepened our understanding of how transformational leaders connect with employees to nurture and develop one of the most special aspects of human resource in contemporary working environment called employees' positive Psy-Cap for stimulating firm's innovation capabilities.