How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy

The dual influence path of decent work perception on employee innovative behavior

Background

The goal of decent work (DW) is a win-win situation for both employees and employers. It promotes an individual's employability and enhances the competitiveness of the organization.

Design

Based on the conservation of resources theory (COR), this paper conducted survey on knowledge workers and analyzed the data by hierarchical linear model (HLM).

Research purposes

This paper aims to examine how decent work perception (DWP) influences employee innovation behavior through the mediating effect of job engagement and burnout and the moderating effect of authoritarian leadership.

Findings

Based on the results of statistical analyses conducted on 489 valid knowledge workers, it was demonstrated that DWP positively influence employee innovative behavior. Job engagement has a full mediating effect on the relationship between DWP and employee innovative behavior. The study did not support the mediating effect of job burnout, however. There is a positive moderating effect of authoritarian leadership on the relationship between DWP and job engagement and a negative moderating effect on the relationship between DWP and job burnout.

Implications

In addition to contributing to theoretical studies on DW and work behavior, this paper also contributes to practice on employee motivation and leadership.

Empowering leadership: A conflict resolver and a performance booster for organizations

Organizational sustainability has become a critical challenge in the current era. This research purpose is to determine the impact of empowering leadership on conflict management and employees' performance for organizational sustainability. Furthermore, it also investigates the moderating impact of emotional stability on the relationship between empowering leadership, conflict management, and employee performance. Quantitative data for this research was collected from 512 middle-management-level employees from manufacturing firms in China. The partial least squares structural equation modelling results highlighted that empowering leadership positively impacts conflict management and employees' performance. Furthermore, the study showed that the organization's sustainability is possible with conflict management and employee performance when there is emotional stability. The theoretical grounding of this research closed a loop in the literature, and the findings are reliable for practice for organization sustainability.

Spiritual leadership influence on employee creative service performance: a moderated mediation analysis

This paper expands the understanding of the relationship between spiritual leadership (SPL) and the creative service performance of employees. The research model, based on cognitive evaluation theory, examines the mediating role of employee autonomy and the moderating role of proactive personality in the relationship between SPL and employee creative service performance. Data was collected from 351 employees in China to test the moderated mediation model of this study. The empirical analysis reveals a positive association between SPL and employee autonomy, which in turn leads to increased employee creative service performance. Furthermore, the results show that SPL indirectly affects employee creative service performance via employee autonomy. Additionally, the findings suggest that a proactive personality can enhance the direct effect of SPL on employee autonomy and the indirect effect of SPL on employee creative service performance via employee autonomy. These results contribute significantly to the literature on SPL and creativity. The contributions and implications of this study are discussed in the subsequent section.

Investigating the complex relationships between leadership, psychological safety, intrinsic motivation, and nurses' voice behavior in public hospitals using PLS-SEM

Background

Voice behavior among nurses in public hospitals lacks profound disclosure despite knowing its imperatives. This situation needs to be continuously studied, and the best practices discovered, disclosed, and implemented in hospitals that are serious in curbing unprofessional conduct while advancing healthcare requirements for the benefit of humanity.

Objective

This empirical research investigated the significant implications of psychological safety and intrinsic motivation in the mostly uncultivated link concerning the empowering leadership style and leader-member exchange (LMX) constructs and the practice of voice behavior among nurses in the selected Malaysian public hospitals.

Methods

Primary data of the study were from nurses employed in the selected large public hospitals within the Klang Valley, also known as the Greater Kuala Lumpur of Malaysia. A total of 366 complete and valid responses were collected with the help of head nurses via a self-administered survey in February 2020. The SmartPLS 4 for Windows software generated the standard partial least squares structural equation modeling (PLS-SEM) to estimate associations between research variables and evaluate the model's strength in explaining the proposed constructs.

Results

This research disproved the indirect effects of psychological safety on the connection explorations between empowering leadership-voice behavior (β = 0.015, t-value = 0.300, 95% CI [-0.090, 0.110]) and LMX-voice behavior (β = 0.002, t-value = 0.285, 95% CI [-0.014,0.020]). Intrinsic motivation partially mediates the link between empowering leadership-voice behavior (β = 0.214, t-value = 7.116, 95% CI [0.160, 0.279]) and LMX-voice behavior (β = 0.114, t-value = 4.669, 95% CI [0.071, 0.168]) of the nurses.

Conclusion

Patients, non-governmental organizations, volunteers, nurses, and other hospital staff are vested in how voice behavior signifies in the healthcare context. Essential factors for nurses to become more outspoken are discovered in this study, providing nurse managers and other leaders with numerous recommendations for encouraging vocal behavior and bolstering psychological safety and intrinsic motivation. More competent nurses will improve workplace culture, deliver superior healthcare services, and manage publicly financed hospitals with an overall sense of trust, but only after a substantial effort to execute reforms.

The effect of unstable job on employee's turnover intention: The importance of coaching leadership

Swift social and economic environmental changes such as COVID-19 pandemic have led to increased job insecurity. The current study examines the intermediating mechanism (i.e., mediator) and its contingent factor (i.e., moderator) in the association between job insecurity and employee's turnover intention, especially from the perspective of positive psychology. By establishing a moderated mediation model, this research hypothesizes that the degree of employee meaningfulness in work may mediate the relationship between job insecurity and turnover intention. In addition, coaching leadership may play a buffering role to positively moderate the harmful impact of job insecurity on meaningfulness of work. With three-wave time-lagged data that was collected from 372 employees in South Korean organizations, the current study not only demonstrated that meaningfulness of work mediates the job insecurity–turnover intention relationship, but also that coaching leadership functions as a buffering factor in reducing the harmful influence of job insecurity on meaningfulness of work. The results of this research suggest that the level of meaningfulness of work (as a mediator) as well as coaching leadership (as a moderator) are the underlying processes and the contingent factor in the job insecurity–turnover intention link.

The effect of job insecurity on knowledge hiding behavior: The mediation of psychological safety and the moderation of servant leadership

As the global economy deteriorates because of the great shocks such as COVID-19 pandemic and wars among nations, the business environment is suffered from uncertainty and risk. To deal with it, several firms have attempted to maximize its efficiency via downsizing and restructuring to diminish costs. Thus, the degree of anxiety is increased among employees who worry about the loss of their job. The current research hypothesizes that job insecurity increases employees' knowledge hiding behavior by diminishing the degree of their psychological safety. In other words, psychological safety functions as the underlying process (i.e., mediator) in the job insecurity-knowledge hiding behavior link. Furthermore, this paper tries to examine the boundary condition of how to decrease the detrimental influence of job insecurity, focusing on the moderating effect of servant leadership. Utilizing a 3-wave time-lagged data from 365 Korean employees, we empirically demonstrated that employees who perceive job insecurity are less likely to perceive psychological safety, eventually increasing their knowledge hiding behavior. We also found that servant leadership functions as a positive moderator which buffers the negative impact of job insecurity on psychological safety. Theoretical and practical contributions are described.

Positive Verbal Rewards, Creative Self-Efficacy, and Creative Behavior: A Perspective of Cognitive Appraisal Theory

The creative behavior of cultural innovation team members is the key to driving the team forward. Previous studies have relatively neglected the dynamic mechanism of positive verbal rewards on the creative behavior of cultural innovation team members. This paper, drawing on cognitive appraisal theory, focuses on the dynamic mechanism of positive verbal rewards on the creative behavior of cultural innovation team members and the moderating effect of positive affectivity. Based on the survey of 211 cultural innovation team members in Guangdong, China, this paper constructs a relationship model between positive verbal reward, creative self-efficacy, positive affectivity, and members’ creative behaviors and empirically tests the model. The results of statistical data analysis show that positive verbal reward has a significant positive impact on members’ creative behavior. Creative self-efficacy partially mediates between positive verbal rewards and members’ creative behavior; positive affectivity moderates the positive influence of creative self-efficacy on members’ creative behavior. The higher the level of positive affectivity, the stronger the positive impact of positive verbal rewards on members’ creative behavior, and vice versa. The above research findings help clarify the mechanism of positive verbal rewards on the cultural innovation team members’ creative behaviors in the context of Chinese organizations and provide theoretical support for cultural innovation team management practices.

The Effect of Employee Agility and Self-Efficacy on Innovative Behavior at Work

In order for organizations to remain competitive and successful in the contemporary business environment, one of the fundamental prerequisites is innovative behavior of employes. Therefore, research analyzing the organizational and personal factors of this behavior is relevant, in which increasing attention is paid to the agility of employees. In general, agility can be described as a person’s ability to adapt quickly and efficiently to normal or new work situations, accept changes and respond appropriately to them. The study aimed to determine the relationship between employees agility, self-efficacy, and innovative behavior in the organization and to evaluate the mediating role of self-efficacy for the relations between agility and innovative behavior. The cross-sectional survey was conducted in the sample of 172 employees. 78% of them were women, the average age of the participants was 33.8 years. Scales measuring employee agility, innovative behavior and self-efficacy were applied in the study. For this study, a Lithuanian employee agility scale consisting of twenty items was prepared. The results were processed using correlational, regression, and mediation analysis. Main results: firstly, more expressed employee agility and self-efficacy predicts their higher involvement in innovative behavior, and secondly, self-efficacy acts as a mediator for the relationship between agility and innovative behavior. The importance of the employee’s personal characteristics – agility and self-efficacy – in predicting innovative behavior was confirmed, and the role of self-efficacy as a mediator for the relationship between agility and innovative behavior was revealed. Theoretical and practical implications of the study results are discussed.

The Role of Relative Deprivation and Attribution Style in the Relationship between Organizational Fairness and Employees' Service Innovation Behavior

The basis of organizational innovation is employee innovation, which is of great significance for organizations to gain a competitive advantage. At present, the research on the influencing factors of employee service innovation behavior is increasing. This study, based on the social cognitive theory, with relative deprivation as the mediator and attribution style as the moderator, explores the mechanism of the effect of organizational fairness on employee service innovation behavior. Taking 342 employees of service-oriented enterprises as the subjects of investigation, this paper empirically tests the theoretical model by using Amos and SPSS. The results indicated the following, organizational fairness was positively related to employees' service innovation behavior. Relative deprivation partially mediated the relationship between organizational fairness and service innovation behavior. An external attribution style positively moderated the relationship between relative deprivation and employee service innovation behavior. An external attribution style also positively moderated the mediation effect of the relationship between organizational fairness and service innovation behavior. The internal attribution style negatively moderated the relationship between relative deprivation and employee service innovation behavior. The internal attribution style also negatively moderated the mediation effect of the relationship between organizational fairness and service innovation behavior. The conclusion of this study has managerial implications on how to promote employee service innovation behavior in service-oriented enterprises.

Is job autonomy really a blessing for empowering leadership–intrapreneurial behaviour nexus?: empirical evidence for situational strength theory

Purpose

In this study, the situation strength theory (SST) has been applied to assess the predictability of empowering leadership (EL) in explaining intrapreneurial behaviour (IB) under the strong situation effect of job autonomy (JA).

Design/methodology/approach

The proposed theoretical framework was assessed using cross-sectional survey data from 237 engineers employed in Pakistan's automotive firms. Covariance-based structural equation modelling (CB-SEM) was used to analyse the survey data.

Findings

The study's results revealed a positive relationship of EL with JA and IB. Drawing from the conceptualisation of SST, JA serves as an organisational strong situation by offering sufficient cues and significantly intensifies the relationship between EL and IB.

Practical implications

The study contributes by establishing the requirement of strong organisational situations for nurturing IB in organisations. The study's outcomes are useful for academia, practitioners and industry to identify strong situations for employees' organisational behavioural outcomes like IB to dampen the personality impacts of employees on organisational processes. Hence, the study offered a major shift or an alternative in existing human resource practices, from personality assessments to creating cues from strong situations for fostering human behaviours. This will impact organisational human resource management scope during talent management, selection, promotion and employment.

Originality/value

The present study is novel from the IB investigation due to situational response in organisations, as assessed by employees. The study contributes towards SST by extending its epistemology to explain IB as an outcome of EL. The present study offers important empirical evidence for the role of the strong organisational situation of JA.

Impact of Staff Localization on Turnover: The Role of a Foreign Subsidiary CEO

Great resignation has become a critical issue in management discipline and retaining talents is one of the most important properties across the globe. Among them, local staff have been regarded as an essential competitive advantage for multinational companies and their sustainability. In this sense, staff localization has received considerable attention from scholars and professionals; however, few studies have examined the mechanisms underlying the relationship between staff localization and turnover. This study examines the macro-level relationship between the ratio of local staff in a subsidiary and the actual turnover rate of 89 multinational companies in 25 countries through their headquarters and subsidiary staff. Additionally, the aim of this study was to identify the moderating impact of a CEO’s nationality. The results showed that local staff leave organizations in which there are more expatriates deployed from HQs. Furthermore, the CEO’s nationality buffered the relationship between staff localization and the local staff turnover. This study can contribute to the academia and practice by revealing the effect of staff localization on staff turnover. In addition, a CEO staffing strategy focusing on nationality can be considered an important factor in retaining competitive local staff during the COVID-19 pandemic for multinational companies.

The experimental research on leaders and cooperative behavior

Leaders are critical to a team or organization, their behavior affects employees' psychology and their work effort, and then affects the efficiency and innovation of the team or organization. Previous studies have focused on the role model of leaders, ignoring the guiding role of leaders with different efforts. This paper introduces leader decision-making into the game of public goods to investigate the exemplary role of leaders in behavior decision-making. It divides them into three types by setting the investment amount of leaders to explore the mechanism of leaders' influence in behavior decision-making and behavior change of team members when facing the transformation of leaders with different investment types. This research can provide a significant reference value for enterprises and social organizations on how to play the role of leaders.

The multilevel influence of supervisor helping behavior on employee voice behavior: A moderated mediation model

Based on conservation of resource theory, this study adopts an experience sampling method to build a cross-hierarchical mode to investigate the internal mechanism between supervisor helping behavior and employee voice behavior. The empirical results from 76 employees’ dynamic data show that the supervisor helping behavior has no significant direct effect on the employee voice behavior; thriving at work plays a mediating role between supervisor helping behavior and employee voice behavior. Psychological availability, as a moderator, not only positively moderates the effect of supervisor helping behavior on thriving at work but also positively moderates the mediation of thriving at work on the relationship between supervisor helping behavior and employee voice behavior. From the dynamic perspective, this study adds to the literature on supervisor helping behavior and employee voice behavior, and it has practical implications on managerial decision-making.

Sustainable Development of Mastery Goals and Innovative Behavior: Evidence from Chinese Faculty Members

It is well-acknowledged that organizational sustainability largely depends on employees’ innovative behavior, which is the same case with higher education institutions. This study aimed to explore the characteristics of and relationships between faculty members’ mastery goals and innovative behavior under the framework of achievement goal theory in the research context. Results from an anonymous questionnaire survey of 621 Chinese faculty members revealed a four-dimensional structure of mastery goals (task-approach goals, task-avoidance goals, learning-approach goals, and learning-avoidance goals) and a five-dimensional structure of innovative research behavior (opportunity exploration, generativity, formative investigation, championing, and application). The faculty members reported a high level of mastery goals for research and a moderate level of innovative research behavior respectively. Male faculty scored higher on opportunity exploration, formative investigation, championing, and application than their female counterparts. Innovative research behavior showed significantly positive associations with task-approach goals, negative associations with learning-approach goals, and no significant association with mastery-avoidance goals except the positive link of learning-avoidance goals to championing. These results have implications for understanding faculty research motivations and behaviors and effectively stimulating their innovativeness in research for sustainable development of higher education institutions.

The Impact of Ethical Leadership on Employees’ Green Innovation Behavior: A Mediating-Moderating Model

To enhance environmental protection and sustainable development, green innovation (GI) is an inevitable choice for enterprises. This study incorporates social identity theory and social learning theory to explore the impact of ethical leadership on employee GI behavior. In addition, this study also examines the mediating effects of green organizational identity (GOI) and the moderating role of strategic flexibility (SF). Using the structural equation modeling, an empirical survey was conducted among 300 Chinese manufacturing companies. The study found that ethical leadership (EL) positively affects employees’ GI behavior (EGIB). It also positively impacts the GOI, which led to EGIB. In addition, the study also confirmed that GOI played a mediating role in the relationship between EL and EGIB. The results further indicated that SF positively enhanced the effect of GOI on EGIB. The findings have important contributions to theory and practice in the current research context.

Impact of supervisory delegation on employee voice behavior: role of felt obligation for constructive change and voice climate

Purpose

The research linking organizational change-oriented activities with employee voice behavior is still in its initial stages. This study aims to contribute to this line of research by proposing felt obligation for constructive change, an underlying mechanism through which supervisory delegation enhances teachers’ voice behavior.

Design/methodology/approach

This study tested the interactive effect of felt obligation for constructive change and voice climate on teachers’ voice behavior. The proposed model is supported by proactive motivation theory which states that environmental factors lead to motivational states which further result in employee proactive behaviors. In this study, 415 teachers with their 74 supervisors (head of departments) from educational institutes completed the surveys. Structural equation modeling was used to find the results.

Findings

The results supported the mediation and moderation hypotheses, which proved that felt obligation for constructive change mediates the relationship between supervisory delegation and teachers’ voice behavior, and voice climate moderates the relationship between felt obligation for constructive change and teacher voice behavior.

Practical implications

This paper will provide an insight to the practitioners about the role of supervisory delegation for engagement in employee voice. This paper will also help managers understand that the workplace effectiveness can be enhanced by creating opportunities for employees to voice their concern.

Originality/value

This study recommends that head of departments at the workplace should cultivate an environment that is conducive for their faculty for engaging in voice behavior for improved functioning of educational institutes. Findings provide an insightful approach on organizational strategies in the form of supervisory delegation to trigger voice behavior among employees to meet the uncertainty of the ever-changing business environment.

Job Control and Employee Innovative Behavior: A Moderated Mediation Model

The revolution of self-management and organizational democracy is gaining momentum with the development of new technologies. How to stimulate high employee innovation behavior is critical to an organization's success. In this study, we built and verified a theoretical model to explore the effect of job control (JC) on employee innovative behavior (EIB), the mediating effect of creative self-efficacy (CSE), and the moderating effect of mindfulness (MF), based on the self-determination theory (SDT). For this quantitative study, a 31-item questionnaire was used to collect data from five Internet companies with 329 Chinese employees. AMOS 24.0 software was used to calculate CFA. SPSS26.0 software was used to calculate means, standard deviations, correlations, and regression analysis. The results indicate that a moderated mediation model among JC, CSE, EIB, and MF is supported. Further, JC was positively related to EIB via CSE. Moreover, MF moderated the relationship between JC and EIB and the mediating role of CSE.

Ethical Leadership and Innovative Behavior: Mediating Role of Voice Behavior and Moderated Mediation Role of Psychological Safety

Organizations increasingly emphasize and require their members to engage in innovative behavior because it is directly associated with organizational sustainability and survival. This study aims to address whether ethical leadership enhances subordinates’ innovative behavior and investigates the mediating role of voice behavior in promoting innovative behavior. Psychological safety was tested to moderate the mediating effect of voice behavior on the relationship between ethical leadership and innovative behavior. We collected data from 296 full-time employees from small and medium-sized enterprises in China. The results suggest that ethical leadership positively influences innovative behavior through the mediating role of voice behavior. Furthermore, psychological leadership significantly moderates the mediating effect of voice behavior on the relationship between ethical leadership and innovative behavior. This study expands the scope of research on improving innovative behavior and provides a theoretical basis for related research.

Perceived Overqualification and Innovative Behavior: High-Order Moderating Effects of Length of Service

Perceived overqualification has been a hot topic in the field of organizational behavior in recent years and has become very common with the spread of education. In addition, in the current era of open innovation, the demand for innovative behaviors by enterprises is increasing day by day. Therefore, this study intended to link the two to explore the relationship between them. Based on self-evaluation theory and face theory, taking enterprise employees as the research object, this paper discusses the impact of perceived overqualifications on employees’ innovative behavior and the internal mechanism and examines the first-order and high-order moderating effects of ability–face pressure and length of service in turn. The results showed that perceived overqualifications had a positive impact on employees’ innovation behavior, and felt trust had a mediating role in the relationship. Ability face pressure played a negative moderating role in the impact of felt trust on innovative behavior and played a negative moderating role in the impact of perceived overqualifications on innovative behavior. With the increase in the length of service, the negative moderating effect of ability face pressure on the relationship between perceived overqualifications and employees’ innovative behavior weakened. It is expected that these results will enable companies to understand the internal mechanisms of employee perceived overqualification, enlighten leaders to give more trust to employees, help companies to improve employees’ innovative behavior, and pay attention to the psychological factors of employees, which will help to create a sustainable work environment and promote sustainable business development.

How Can We Make a Sustainable Workplace? Workplace Ostracism, Employees’ Well-Being via Need Satisfaction and Moderated Mediation Role of Authentic Leadership

Ostracism in the workplace is a common phenomenon in modern society that impairs employees’ well-being. This study suggests that workplace ostracism reduces subjective well-being by examining the effect of workplace ostracism on subjective well-being. Based on self-determination theory and resource conservation theory, this study explores the underlying processes and their contingent factors in the relationship between workplace ostracism and employee well-being. Specifically, this study hypothesizes that workplace ostracism decreases employees’ well-being by enhancing employees’ need satisfaction. Furthermore, the perception of a direct supervisor’s authentic leadership positively moderates the relationship between workplace ostracism and employees’ need satisfaction. This study used moderated mediation analysis to evaluate our predictions using a two-time online survey of 485 Korean employees. The findings revealed that workplace ostracism has a detrimental impact on employee well-being via need satisfaction. However, perceptions of a direct supervisor’s authentic leadership positively moderate the association between workplace ostracism and need satisfaction. Our results have important practical and theoretical implications in the workplace ostracism literature.

Moral Awareness: A Source of Improved Sustainable Performance

Despite the increasing realization of the significance of work ethics and moral awareness (MA) in businesses after mega scandals, such as those of Enron and Tyco, few studies have investigated the relationship between MA and employees’ performance and the intermediate mechanisms that explain this relationship. This study proposes that as employees’ work ethics are calibrated through ethical training, their MA increases, in turn affecting employees’ job performance. This experimental study is aimed at investigating the impact of MA, increased through ethical training, on employees’ job performance. Based on institutional theory, the multidimensional work ethic profile (MWEP) and strategic human resource management literature, it is hypothesized that MA of employees’ is positively correlated with employees’ performance and that this relationship is moderated by the age, gender and education level of the employees. In particular, the moral awareness component of ethical decision-making (EDM) models is considered as coextensive with work ethics in experimental design, and work ethics is depicted by a multidimensional work ethic profile (MWEP). The study used a sample of 100 employees of a golf club, divided into an experiment group and a control group with 50 employees each. The experiment group was subjected to an ethical training program focused on increasing MA. Employees’ performance for both groups was evaluated based on eight sub-variables. The study concluded that increasing MA increases employees’ performance, with no significant moderation effect of age, gender and education level on this relationship. The results of this study will go a long way in helping managers to increase the productivity of their employees through increased MA.

Making Leaders’ and Followers’ Relationship Sustainable: The Impact of Leaders’ Behavioral Integrity on Employees’ Voice in the Banking Sector of Pakistan

The behavioural integrity of leaders is not only an individual trait that can earn them respect in their personal capacity, but it also may positively affect their followers and ultimately improve the organization’s effectiveness in a variety of ways. The relationship between behavioural integrity and employees using their voice has been studied by researchers through multiple aspects. This study brings a new perspective in this discussion by investigating the effect of leaders’ behavioural integrity on employees’ voice both directly and through the mediating roles of psychological safety and trust in the leader. The cross-sectional data of 384 employees collected from the banking sector in Pakistan is used to shed light on this new perspective in the relationship between the behavioural integrity of a leader and employees’ comportment in using their voice. The results of the empirical analyses support the direct effect of the behavioural integrity of leaders on employees’ voice. A significant mediating role of psychological safety and trust is also supported in the empirical analyses. The findings of the study bear important implications for leaders and business managers working in companies by providing insight on the importance of behavioural integrity of leaders in encouraging employees to have a voice in organizations.

The Relationship of CSR and Employee Creativity in the Hotel Sector: The Mediating Role of Job Autonomy

Despite the growing surge in the literature about employee creativity, the mainstream literature largely views it from an organizational perspective, and ignores the underlying mechanism that motivates employees to be engaged in different creative tasks. Against this backdrop, the current work was carried out to explore the relationship of corporate social responsibility (CSR) and employee creativity with the mediating effect of autonomy to explain the motivational pull for employee creativity. The data were collected from the employees of the hotel sector of Pakistan through a self-administered questionnaire (n = 511) and were analyzed by employing the structural equation modeling (SEM) technique. The results revealed that CSR, through the mediating effect of job autonomy, influences employees’ creativity significantly. The findings of the current analysis will help both academia and professionals from the hotel sector to understand the importance of CSR as a booster for employee creativity. Furthermore, the potential role of job autonomy as a mediator in explaining this relationship will also help policymakers to understand the importance of freedom at the workplace to engage the workforce in different extra-roles, including creativity.

CSR and Workplace Autonomy as Enablers of Workplace Innovation in SMEs through Employees: Extending the Boundary Conditions of Self-Determination Theory

The current business environment characterized by high uncertainty, volatility, and stiff situation of competitiveness that is evident in almost every sector has increased the importance of workplace innovation for contemporary businesses. In this regard, a considerable attention in realizing employees of an organization as a source of innovation is not evident from the existing literature. In this aspect, the current study is an attempt to foster workplace innovation through employees in the SME sector of an emerging economy. In doing so, the authors propose that corporate social responsibility (CSR) initiatives of an SME, along with workplace autonomy, are helpful in creating an environment at the workplace that fosters innovative employee behavior (IEB). Furthermore, the current study also extends the boundary condition of the theory of self-determination by arguing that this theory provides a comprehensive framework to explain employees’ motivation for workplace innovation. The data of the current survey was obtained from the SME sector situated in two large cities of a developing country through a self-administered questionnaire which was then analyzed through structural-equation-modeling (SEM) using the AMOS software. The results confirmed that CSR directly relates to IEB and workplace autonomy mediates this relationship. The study also discusses the implications of this survey for theory and practice.

The Effect of Servant Leadership on Self-Efficacy and Innovative Behaviour: Verification of the Moderated Mediating Effect of Vocational Calling

This study aimed to verify the impact of servant leadership on innovative behaviour in non-governmental organisations (NGOs). It particularly investigated the role of a mediator for self-efficacy in the relationship between servant leadership and innovative behaviour. This study defined the organisational psychology-behaviour mechanism in non-profit organisations by verifying the moderated mediating effect of vocational calling in the relationship between servant leadership, self-efficacy, and innovative behaviour. The 174 pilot samples used in this study comprised community service participants in NGOs. The analysis verified the hypothesis set through causal correlations among four variables using regression analysis and the PROCESS macro developed by Hayes. Vocational calling played a moderating role in the relationship between servant leadership and self-efficacy, and vocational calling had a conditional effect on the impact of servant leadership on innovative behaviour through self-efficacy. Meanwhile, self-efficacy fully mediated servant leadership and innovative behaviour. Based on the verification of the mechanism of organisational psychology-action, this study sought ways to develop the organisation of NGOs and improve the working environment.