We examined the mediating roles of affective organizational commitment and employee creativity in the relationship between inclusive leadership and employee work engagement. Participants were 246 employees of 6 companies in the services industry in Vietnam, and they completed the Employee Work Engagement Scale, Inclusive Leadership Scale, Affective Organizational Commitment Scale, and Employee Creativity Scale. We found that inclusive leadership was positively related to employee work engagement, and that both affective organizational commitment and employee creativity mediated this relationship. Our findings represent a theoretical contribution to social exchange theory and provide useful managerial implications for organizations to improve work engagement among employees.

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Purpose – The purpose of this paper is to investigate the relationship between transformational leadership (TL) and the innovative behavior of Korean workers. To this end, this paper also examines whether knowledge sharing and perceived organizational support (POS) influence the above causal relationship. Design/methodology/approach – The paper used a cross-sectional design, with questionnaires administered to 356 employees working in Korea manufacturing firms to test the relationship between TL and innovative behavior through knowledge sharing and the moderating role of POS. Findings – TL was significantly related to both employee innovative behavior and knowledge sharing. The results also shown that knowledge sharing mediated and POS positively moderated the relationship between TL and innovative behavior of employees. Research limitations/implications – Future research should examine antecedents of knowledge sharing and measure the effect of TL in other level such as team level, to enhance generalizability. Data should be also collected longitudinally, to extend the current cross-sectional design. Practical implications – Understanding the link between TL and innovative behavior with mediating and moderating factors can provide useful information to increase positive leadership outcomes and innovation performance. Originality/value – The findings point toward a positive relationship between TL and innovative behavior with mediating and moderating factors. In doing so, the paper adds to a body of work where innovative behavior was connected with leaders’ behavior and organizational-level predictors.

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Manuscript Type: Empirical Research Question/Issue: This study examines the influence of firms' ownership structure on their technological innovation performance. First, we have examined whether ownership concentration positively influences technological innovation performance. Then we have investigated the primary reasons for the results derived from the first stage of our analysis by circumstantially exploring the impacts of four different ownership types. Research Findings/Insights: Using five sets of cross‐sectional data, consisting of 301 Korean firms, we found that ownership concentration does not have a significant effect on firm technological innovation performance. However, some ownership types (e.g., institutional and foreign) do have a positive effect. Theoretical/Academic Implications: Drawing on agency theory and the resource dependence perspective, our paper is the first to consider a comprehensive treatment of the effect of ownership types on innovation in an emerging country, in particular in contrast to previous studies that have focused on advanced economies. Since only partial predictions suggested by agency and resource dependence perspectives were supported, it appears that neither theory adequately captures the ownership‐technological innovation performance relationship. Thus, we suggest that future research should explore the question through a different theoretical lens to better understand the impact of ownership types. We suggest that transaction cost economics can be another path to approach the phenomenon. Practitioner/Policy Implications: This study suggests that managers should recognize how each characteristic of ownership structure (types) influences the building of firm‐specific capabilities for innovation. Policy makers and managers should be aware of the impact of the complete range of ownership types on technological innovation performance when they implement corporate governance reform with greater effectiveness. It also suggests that successful technological catch‐up and innovation not only require policies for upgrading technology capabilities, but also the setting up of a suitable supporting ownership structure that favors innovation of firms in emerging countries. We suggest that successful technological catch‐up and innovation require a supporting ownership structure.

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Successful organizational change is an important factor for maintaining sustainable competitive advantage and growth in today's rapidly changing business environment. The aim of this study is to investigate the relationship between empowering leadership and the commitment to organizational change of Korean employees and also examine whether risk-taking behavior mediates the above relationship. Moreover, we attempt to address the moderating role and mediated moderating role of task complexity in the relationship between risk-taking behavior and commitment to organizational change. The main hypotheses were tested using a cross-sectional design, with questionnaires administered to 275 employees working in Korean firms. The results of the empirical analysis revealed that empowering leadership was positively related to commitment to organizational change. The results also showed that risk-taking behavior positively mediated the relationship between empowering leadership and employees' commitment to organizational change. More importantly, we found that the indirect effect of empowering leadership on commitment to organizational change via risk-taking behavior was stronger when task complexity was high. Uncovering the relationship between empowering leadership and employees' commitment to organizational change through the mediating role of risk-taking behavior and the mediated moderating role of task complexity has useful theoretical and practical implications. The limitations of the study are discussed along with suggestions for future research.

Using 3 sets of multiple regression models, we examined the effectiveness of transformational and shared leadership styles in relation to team effectiveness, based on the perceptions of 424 employees of Korean financial and insurance firms. Transformational leadership is a vertical leadership style emanating from the formal leader of a team, whereas shared leadership is a distributed leadership style that emanates from the team members. We found that transformational leadership contributed to team output effectiveness, whereas shared leadership improved the team's organizing and planning effectiveness. These findings imply that different styles of leadership contribute to different aspects of team effectiveness. We suggest that managers should collaborate more with team members and should pay attention to the fit between the leader's behavior and the characteristics of the team output in order to promote overall team effectiveness.