2020
DOI: 10.5093/jwop2020a8
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Follower Strengths-based Leadership and Follower Innovative Behavior: The Roles of Core Self-evaluations and Psychological Well-being

Abstract: This study investigated the relationship between followers' strengths-based leadership (FSBL) and innovative behavior and the mediating role of psychological well-being (PWB) and the moderating role of core self-evaluations (CSE) in the relationship. In order to test our hypotheses data from Chinese enterprises were used. Results of multiple linear regression and bootstrapping analyses showed that FSBL is positively related to follower innovative behavior and PWB significantly mediates the FSBL-innovative beha… Show more

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Cited by 29 publications
(53 citation statements)
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References 73 publications
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“…Following the procedures mentioned in Hasan and Bao (2020), Azim et al (2020) and Miah et al (2017), the present study adopted the mixed method-quantitative approach by conducting a pilot study and -qualitative method through an online focus group study among a group of potential respondents from diverse backgrounds, including different genders, educations, ages, incomes, geographical locations, etc. Finally, independent t-tests were run among the first 50 and last 50 responses to observe the stability of the construct at two different times (T1 and T2) and the nonresponse bias (Armstrong and Overton, 1977), and we observed no significant variance in T1 and T2 (Azim et al, 2019;Azim et al, 2020) with a significant correlation (p < 0.01) between T1 and T2 (Ding and Yu, 2020).…”
Section: Materials and Instrumentsmentioning
confidence: 91%
“…Following the procedures mentioned in Hasan and Bao (2020), Azim et al (2020) and Miah et al (2017), the present study adopted the mixed method-quantitative approach by conducting a pilot study and -qualitative method through an online focus group study among a group of potential respondents from diverse backgrounds, including different genders, educations, ages, incomes, geographical locations, etc. Finally, independent t-tests were run among the first 50 and last 50 responses to observe the stability of the construct at two different times (T1 and T2) and the nonresponse bias (Armstrong and Overton, 1977), and we observed no significant variance in T1 and T2 (Azim et al, 2019;Azim et al, 2020) with a significant correlation (p < 0.01) between T1 and T2 (Ding and Yu, 2020).…”
Section: Materials and Instrumentsmentioning
confidence: 91%
“…Hence, the range of detrimental consequences that could potentially arise when workers are under the supervision of destructive (Einarsen et al, 2007) or abusive (Tepper, 2000) leaders could be wide. However, certain leadership styles can have a positive influence on workers by shaping the quality of their immediate work environments, which can improve their job satisfaction and well-being (Ding & Yu, 2020;Kuoppala et al, 2008). This, in turn, encourages workers to voluntarily contribute to organizational goals achievement (Reicher et al, 2005).…”
Section: Influence Of Supervisors On Workers: Authentic Leadership Stylementioning
confidence: 99%
“…The questionnaire was originally developed in English. However, it was translated into the native language (Bangla) following the back‐translation procedure (Brislin, 1970; Ding & Yu, 2020).…”
Section: Methodsmentioning
confidence: 99%