Abstract:Visionary leaders paint an image of the future with the intention to persuade others to contribute to the realization of that specific future. In the current study, we test the hypothesis that visionary leadership stimulates team creativity and innovation because visionary leadership promotes goal alignment amongst team members which, in turn, facilitates team creativity and innovation. In an experimental study (N = 50 groups), we found that goal alignment indeed mediated the relationship between visionary lea… Show more
“…Additionally, as suggested recently that disparate dimensions of leadership may be related differently to various aspects of innovation (Mascareño et al, 2020a(Mascareño et al, , 2020b, follow-up studies should explore how these aspects can be predicted by TFL and the here examined serial mediators. Thus, we concur with Yukl (2012) and Van Knippenberg and Sitkin (2013) that the TFL theory could become even more precise in identifying the necessary influence processes.…”
Section: Strengths Limitations and Future Researchmentioning
The current global economic landscape is forcing all organizational sectors to remain relevant by innovating services, products and work processes. Therefore, more than before, organizational leaders must enable innovative behaviour of their employees. Although the literature shows that transformational leadership induces innovative employee behaviour, the mediating mechanisms between Asian organizational leaders and their followers have rarely been empirically examined. We conducted a survey study among 406 employees from six public and private sector service organizations in Singapore to test two mediating effects between transformational leadership and employee innovative work behaviour. The results supported the hypothesized three‐path mediation model, with perceived support for innovation and innovation readiness as mediators in a series. These findings can be used to design and implement effective human resource and organizational development interventions within Asian service organizations. Our study also extends the literature on the effects of transformational leadership in collectivistic cultures.
“…Additionally, as suggested recently that disparate dimensions of leadership may be related differently to various aspects of innovation (Mascareño et al, 2020a(Mascareño et al, , 2020b, follow-up studies should explore how these aspects can be predicted by TFL and the here examined serial mediators. Thus, we concur with Yukl (2012) and Van Knippenberg and Sitkin (2013) that the TFL theory could become even more precise in identifying the necessary influence processes.…”
Section: Strengths Limitations and Future Researchmentioning
The current global economic landscape is forcing all organizational sectors to remain relevant by innovating services, products and work processes. Therefore, more than before, organizational leaders must enable innovative behaviour of their employees. Although the literature shows that transformational leadership induces innovative employee behaviour, the mediating mechanisms between Asian organizational leaders and their followers have rarely been empirically examined. We conducted a survey study among 406 employees from six public and private sector service organizations in Singapore to test two mediating effects between transformational leadership and employee innovative work behaviour. The results supported the hypothesized three‐path mediation model, with perceived support for innovation and innovation readiness as mediators in a series. These findings can be used to design and implement effective human resource and organizational development interventions within Asian service organizations. Our study also extends the literature on the effects of transformational leadership in collectivistic cultures.
“…While the literature offers several approaches to facilitate employees' happiness, in our research we focus on the role of the LMX in triggering employees' happiness. If their relationship with their supervisors is based on respect and trust, employees will feel more appreciated, more secure, and better understood (Mascareño et al , 2020). Hence, supervisors should be continually encouraged to maintain high-quality good relationships with their subordinates.…”
Section: Discussionmentioning
confidence: 99%
“…Leader behavior is an influential determinant of innovative service behaviors and the leader-member exchange (LMX), i.e. the quality of the supervisor-subordinate relationship, has been identified as a direct predictor of employees' extra-role behaviors (including innovative behaviors) (Bowler et al , 2019; Mascareño et al , 2020; Ozturk and Karatepe, 2019; Liao et al , 2018). Based on LMX theory, existing research has deepened our understanding of the importance of the leader's role in employees' behaviors and explains that supervisors routinely maintain differentiated relationships with their direct subordinates (Graen and Uhl-Bien, 1995; Martin et al , 2018).…”
PurposeThis 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/approachThe 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.FindingsThe 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 implicationsThe 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/valueStudies 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.
“…Previous studies emphasize that team members' agreementseeking behaviors can facilitate their communication, knowledge sharing, decision commitment, and discussion with each other in the team (Knight et al, 1999;Parayitam and Papenhausen, 2018;Mascareño et al, 2020). Thus, based on previous research, through entrepreneurial team members adopting more agreement-seeking behavior, we think team knowledge integration can be improved.…”
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.
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