Ethical leadership, intrapreneurship, service innovation performance and work engagement in chambers of commerce and industry

Özsungur, Fahri

doi:10.1080/10911359.2019.1664359

Cited by 22 publications

(21 citation statements)

References 86 publications

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“…Hope and optimism had a significant positive correlation with employee innovation behavior ( p < 0.05). This was consistent with the results of Özsungur (2019) indicating that the psychological capital of leaders had a significant positive influence on the innovation behavior of employees, and the influence of confidence and toughness was relatively big. Contribution had a very significant positive correlation with employee innovation behavior ( p < 0.001).…”

Section: Discussionsupporting

confidence: 91%

Analysis of the Influence of Entrepreneur’s Psychological Capital on Employee’s Innovation Behavior Under Leader-Member Exchange Relationship

Liang

Zhou

et al. 2020

Front. Psychol.

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How to make use of leaders' psychological capital to improve the innovation behavior of employees has become an important issue for the talent management of enterprises today, and it is also the goal that enterprises must pursue if they want to stand out in fierce competition. Therefore, a total of 154 enterprises in a high-tech area were selected for questionnaire survey in this study. The correlation between leadermember exchange (LMX) relationship (emotion, loyalty, contribution, and professional respect), leaders' psychological capital (confidence, hope, optimism, and tenacity), and employees' innovation behaviors were analyzed based on multivariate regression. Hierarchical regression method was used to examine the mediating effect of the LMX. It was found that confidence, toughness, and contribution were significantly positively correlated with employee innovation behavior (p < 0.001). The positive correlation between hope, optimism, emotion, and loyalty with employees' innovation behavior was significant (p < 0.05). Besides, emotion, loyalty, and contribution had mediating effects on the leaders' psychological capital and the innovation behavior of employees. In conclusion, leaders' psychological capital can have a significant positive effect on the innovation behavior of employees directly, and it can also have an indirect positive effect on the innovation behavior of employees by maintaining high quality LMX.

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Section: Discussionsupporting

confidence: 91%

Analysis of the Influence of Entrepreneur’s Psychological Capital on Employee’s Innovation Behavior Under Leader-Member Exchange Relationship

Liang

Zhou

et al. 2020

Front. Psychol.

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“…One primary source of social resources is supervisor-subordinate relationships, such as leadermember exchanges (Harris et al, 2011;Liden & Maslyn, 1998;Özsungur, 2019). The leader-member exchange perspective suggests that leaders develop differential relationships with their employees and that the relationship quality determines the level of exchanges between leader and followers (Dansereau et al, 1975;Dienesch & Liden, 1986).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

The Effect of Leader-Member Exchange on Voice

Jungst

Milner

Milner³

2022

International Journal of Technology and Human Interaction

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The new digital age introduces new challenges and opportunities for leaders to engage their followers in voice behavior. Drawing on the conservation of resources theory, the objective of this paper is to examine the mediating role of employee engagement and the moderating role of the degree of digital communication by conducting two independent studies comprised of 116 and 188 employees. Results indicated that the positive effect of LMX on voice was mediated by employee engagement. Analyzing the moderation effects of the degree of digital communication, we found that the degree of digital communication attenuated the increase in employee engagement associated with LMX. We contribute to the literature on LMX and employee engagement by showing that while voice behaviors are reduced via the increased use of digital communication in the workplace, leaders can leverage digital communications to engage employees with lower LMX.

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“…Literature shows that ethical leadership (Engelbrecht et al, 2017;Özsungur, 2019), organisational commitment (Hunsaker & Jeong, 2020;Kim et al, 2017) and supervisor support (Farndale, 2017;Sarti, 2014) augments employee engagement. Ahmad and Gao (2018) note that study of the effect of ethical leadership on employee engagement in eastern cultures has received little attention.…”

Section: Introductionmentioning

confidence: 99%

Does supportive supervisor complements the effect of ethical leadership on employee engagement?

Alam

Singh

Islam

2021

Cogent Business & Management

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Ethical leadership, intrapreneurship, service innovation performance and work engagement in chambers of commerce and industry

Cited by 22 publications

References 86 publications

Analysis of the Influence of Entrepreneur’s Psychological Capital on Employee’s Innovation Behavior Under Leader-Member Exchange Relationship

Analysis of the Influence of Entrepreneur’s Psychological Capital on Employee’s Innovation Behavior Under Leader-Member Exchange Relationship

The Effect of Leader-Member Exchange on Voice

Does supportive supervisor complements the effect of ethical leadership on employee engagement?

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