Leader–member exchange and innovative work behavior: a 2-1-1 model

Abstract

PurposeThis study aims to examine the link between leader–member exchange (LMX) and employee innovative work behavior (IWB) by using employee job crafting as a mediator.Design/methodology/approachThe study uses multilevel, multisource and multiwave data collected from 284 employees working in the banking sector of Pakistan.FindingsThe study findings suggest a significant positive relationship between (i) LMX and job crafting dimensions and (ii) job crafting dimensions and employee IWB. Job crafting dimensions mediated the impact of LMX on IWB, except for relational crafting, which was not significant. Multilevel analysis demonstrated significant individual-level job crafting and IWB.Originality/valueThis study undertakes a multilevel mediational analysis to examine the relationship between LMX and IWB, which is rarely applied in the existing literature. Moreover, this study contributes to understanding how LMX influences IWB using the conservation of resources theory.

Igniting work innovation: performance pressure, extraversion, feedback seeking and innovative behavior

“…The study significantly contributes to HRM literature in multiple ways. First, it expands the existing IWB literature by highlighting the role of performance pressure as a catalyst for IWB, which has primarily focused on job and personal resources (Dar et al, 2023). Second, by establishing FSB as a mediator between performance pressure and IWB, specifically in relation to extraversion, we uncover a complex process that explains how and when stressful situations foster employee IWB.…”

“…The study significantly contributes to HRM literature in multiple ways. First, it expands the existing IWB literature by highlighting the role of performance pressure as a catalyst for IWB, which has primarily focused on job and personal resources (Dar et al. , 2023).…”

“…Although research in this area has contributed to our understanding of the antecedents of IWB (Tan et al, 2023), significant gaps need to be addressed. Firstly, previous studies have predominantly focused on examining social and psychological resources as promoters of IWB (Dar et al, 2023;Mustafa et al, 2022;Ullah et al, 2023), overlooking the potential impact of job demands. By considering demands and resources, organizations can gain comprehensive knowledge to inform their strategies for promoting IWB.…”

“…, 2023), significant gaps need to be addressed. Firstly, previous studies have predominantly focused on examining social and psychological resources as promoters of IWB (Dar et al. , 2023; Mustafa et al.…”

Leader-member exchange and discretionary work behaviors: the mediating role of perceived psychological safety

“…innovative work behavior, job crafting, and knowledge-sharing behavior). This addition is in response to prior research (Javed et al, 2019;Dar et al, 2023) suggesting that psychological safety encourages employees to challenge the status quo, propose innovative solutions, and engage in discretionary behaviors. Third and finally, the present study addresses call for research (e.g.…”