Envisioning innovation: Does visionary leadership engender team innovative performance through goal alignment?

Harnessing Workplace Ostracism: Unleashing Proactive Behavior through Work Focus and Visionary Leadership

Differing from prior studies which explored workplace ostracism's negative impacts, in this study, we try to explore ways to mitigate and harness workplace ostracism to encourage proactive behavior. By drawing on regulatory focus theory, we propose that workplace ostracism can increase proactive behavior via enhanced promotion focus and prevention focus. We collected questionnaire data at multiple time points from employees in private enterprises in China, and a structural equation model was primarily used to test the proposed model. The results of the study indicate that workplace ostracism positively relates to work focus, which, in turn, improves employees' proactive behavior. Visionary leadership only moderates the relationship between workplace ostracism and promotion focus. Employees who perceive high levels of visionary leadership exhibit an increase in promotion focus after experiencing workplace ostracism. This increase in promotion focus further enhances their proactive behavior. These research findings clarify the pathway and boundary conditions through which workplace ostracism positively influences proactive behavior. They also provide valuable insights for enterprises seeking to promote proactive behavior among employees.

Does small and medium enterprise differential leadership increase subordinate knowledge hiding? Evidences from job insecurity, territorial consciousness and leadership performance expectation

Leadership is considered as a significant antecedent of knowledge hiding in SMEs (small and medium enterprises), but the differential dimension of leadership has been evidently neglected in both theoretical and empirical areas. Drawing on conservation of resource theory and social cognitive theory, this research investigates whether and how SME differential leadership influences subordinate knowledge hiding. Specifically, we analyze the underlying mechanisms of a chain-mediator—job insecurity and territorial consciousness and a boundary condition—leadership performance expectation. Multi-wave and multi-source data were collected from a sample of 704 Chinese SME employees and 140 relevant leaders and applied HLM meso-mediational frameworks, and Bootstrap technique with non-parametric percentile residuals for deviation correction. The results show that differential leadership plays a potential role in promoting subordinate knowledge hiding through the serial intervening mechanism of job Insecurity and territorial consciousness in SMEs. Furthermore, the positive relationship between SME differential leadership and job insecurity becomes stronger among subordinates under higher leadership performance expectation; the positive indirect relationship between SME differential leadership and subordinate knowledge hiding is stronger with higher levels of leadership performance expectation. This study contributes to the existing academic literature by empirically analyzing the under-investigated correlation between differential leadership and subordinate knowledge hiding in SMEs, and by exploring the underlying mechanisms and a boundary condition.

How and When Does Visionary Leadership Promote Followers’ Taking Charge? The Roles of Inclusion of Leader in Self and Future Orientation

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Leader vision, organizational inertia and service hotel employee creativity: Role of knowledge-donating

This paper presents a conceptual model reflecting relationships between visionary leadership and service employee creativity through organizational inertia and knowledge-donating behavior. The research sample consists of 423 employees of 21 four-star hotels in Egypt. The PLS-SEM results revealed that service employee creativity is enhanced when they realize their leaders have visions for the future, are capable of overcoming organizational inertia, along with keeping up with simultaneous changes. The results revealed that this behavior dampens the negative relationship between visionary leadership and organizational inertia. The theoretical and practical implications of the extracted results are discussed.

SUPPLEMENTARY INFORMATION

The online version contains supplementary material available at 10.1007/s12144-022-02743-6.

Do Visionary-Feedback Seeking CEOs Enhance Firm Sustainability Through Eco-Innovation? A Moderated Mediation Model

Based on upper echelons, paradox, and social capital theory, this study extends the association of CEO vision articulation and feedback-seeking behavior with firm sustainability by identifying the mediating role of eco-innovation and top management team (TMT) boundary-spanning behavior as a moderator. By analyzing the data of mid-sized to large Chinese firms using hierarchical regression and bootstrapping-based moderated path analysis, we found that product and process eco-innovation mediates the link between CEO vision articulation and firm sustainability while CEO feedback-seeking behavior enhances firm's sustainability through product eco-innovation only. Finally, conditional indirect effects show the vital role of TMT boundary-spanning behavior in facilitating CEOs to improve the firm's long-term sustainability through eco-innovation.

Leader-member exchange and frontline employees' innovative behaviors: the roles of employee happiness and service climate

Purpose

This research primarily aims to study the role of leader-member exchange (LMX) in frontline employees' (FLEs) innovative behaviors, whereby a mediating effect of employee happiness is proposed in this relationship. The moderating effect of service climate is also examined on the indirect effect of LMX on innovative behaviors through happiness.

Design/methodology/approach

The study used a sample of 303 FLEs working in various service organizations in the United Arab Emirates (UAE). Structural equation modeling was used to test the proposed model.

Findings

The findings show that LMX has a positive and significant effect on FLEs' innovative behaviors and that employee happiness is an intervening variable. Service climate moderates the indirect effect of LMX on FLEs' innovative behaviors through happiness, and the effect is stronger in a low (unsupported) service climate.

Practical implications

The findings of this research provide prescriptive insights into the critical role of supervisory behavior in FLEs' innovative service behaviors and how positive emotions contribute to employees' willingness to innovate. Thus, these findings make a unique contribution to research in service management.

Originality/value

Studies examining how and when LMX can affect FLEs' innovative behaviors are limited. These findings offer new insights into the relative importance of supervisor and organizational support (service climate) in FLEs' innovative behaviors. The interaction effect of LMX and service climate has not been previously examined along with positive employee affect (happiness) and innovative behaviors.

How Turbulence Brings Benefit: The Influence of Dynamic Team Environment on Entrepreneurial Team Innovation

From the perspective of entrepreneurial team processes, this study examines the effect of a dynamic team environment on entrepreneurial team innovation. Through applying uncertainty reduction theory, it proposes the influence mechanism and boundary condition of the relationship between dynamic team environment and entrepreneurial team innovation. By analyzing a sample of 270 entrepreneurial teams in China, it is found that a dynamic team environment can evoke entrepreneurial team innovation via triggering team members' agreement-seeking behavior and then promoting team knowledge integration. In addition, team centralization of decision making can weaken the relationship between agreement-seeking behavior and team knowledge integration. Our findings contribute to a better understanding of entrepreneurial teams' reactions to dynamic environments and the multistep mechanism that transfers the impact of a dynamic team environment to entrepreneurial team innovation through team members' reactions and team interactions.