Positive Affect Mediates the Relationship Between Self‐efficacy and Innovative Behavior in Entrepreneurs

Mielniczuk, Emilia; Łaguna, Mariola

doi:10.1002/jocb.364

Cited by 57 publications

(68 citation statements)

References 84 publications

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“…The SDT literature has reported a positive association between intrinsic motivation and performance and behavioral outcomes [34,38,42,43,44]. Consistent with these findings, we propose that intrinsic motivation has a positive relationship with job performance.…”

Section: Theoretical Background and Hypothesis Developmentsupporting

confidence: 85%

A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes

Shin

Hur

Moon

et al. 2019

IJERPH

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As a result of the global economic recession over the past decade, employees have been exposed to constant threats of job insecurity. Despite having conducted extensive research on job insecurity, scholars have paid little attention to the motivational processes underlying employees’ reactions to job insecurity. The purpose of the present study is to examine the relationship between job insecurity, intrinsic motivation, and performance and behavioral outcomes. Drawing on self-determination theory (SDT), we propose a mediated relationship in which job insecurity decreases intrinsic motivation, which, in turn, undermines job performance, organizational citizenship behavior (OCB), and change-oriented OCB. To test our propositions, we collected survey-based data from 152 R&D professionals employed in a South Korean manufacturing company. As predicted, job insecurity was negatively related to intrinsic motivation, which, in turn, had a positive relationship with all three outcomes. Furthermore, job insecurity exerted significant indirect effects on job performance, OCB, and change-oriented OCB through intrinsic motivation. These findings affirm SDT, which posits that motivation, as a key intermediary process, affects employees’ reactions to job stressors.

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Section: Theoretical Background and Hypothesis Developmentsupporting

confidence: 85%

A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes

Shin

Hur

Moon

et al. 2019

IJERPH

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“…We also did not investigate mechanisms responsible for the innovative behaviour of entrepreneur-firm owners, which may be different than those of employees [92]. This investigation awaits future studies.…”

Section: Discussionmentioning

confidence: 99%

Authentic Leadership and Employees’ Innovative Behaviour: A Multilevel Investigation in Three Countries

Łaguna

Wałachowska

Gorgievski

et al. 2019

IJERPH

Self Cite

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The innovativeness of individual employees is a vital source of competitive advantage of firms, contributing to societal development. Therefore, the aim of this multilevel study was to examine how entrepreneurial firm owners’ authentic leadership relates to their employees’ innovative behaviour. Our conceptual model postulates that the relationship between business owners’ authentic leadership (as perceived by their employees) and their employees’ innovative behaviour is mediated by employees’ personal initiative and their work engagement. Hypotheses derived from this model were tested on data collected from 711 employees working in 85 small firms from three European countries: the Netherlands, Poland, and Spain. The results of the multilevel modelling confirmed our model, showing that when business owners are perceived as more authentic leaders, their employees show higher personal initiative and are more engaged at work and, in turn, identify more innovative solutions to be implemented in the organization. A cross-national difference was observed: employees from Spain (in comparison to Dutch and Polish employees) reported engaging less frequently in innovative behaviour. These research findings suggest that the innovative behaviour of employees can be boosted through leadership training, improving the quality of relationships between leaders and subordinates, and strengthening employees’ personal initiative and work engagement.

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“…On the one hand, both leaders and employees being humorous (Quadrant 2) means that both employees and leaders have a positive emotional experience. Positive emotions expand the scope of cognition and attention (Fredrickson, 2013), which is conducive to the generation and implementation of innovative ideas (Mielniczuk and Laguna, 2020). In addition, the intrinsic motivation brought by humor (Weinstein et al, 2013;Chang et al, 2015) is the internal driving force of innovation (Su et al, 2020).…”

Section: H1mentioning

confidence: 99%

“…Previous research has found that employees with intrinsic interest in innovation voluntarily engage in innovative behavior, because they naturally prefer and enjoy the engagement in innovative activities ( Shin et al, 2017 ). In addition, humorous employees are also good at using positive emotions to expand thinking flexibility ( Baas et al, 2008 ), and these employees experiencing positive affect are more likely to generate new ideas and stimulate innovative behavior ( Mielniczuk and Laguna, 2020 ). Thus, when employee humor is higher than his or her leader, it means that the employee has stronger intrinsic motivation and more emotional resources for innovative behavior.…”

Section: Theories and Hypothesesmentioning

confidence: 99%

Leader–Employee Congruence in Humor and Innovative Behavior: The Moderating Role of Dynamic Tenure

Yuan

2021

Front. Psychol.

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Drawing upon the literature on complementary fit theory, the purpose of this study is to examine how the dynamic tenure moderates the relationship between leader–employee congruence/incongruence in humor and employee innovative behavior. Data were collected from 108 leader–employee dyads from information technology companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses. Four conclusions were drawn. First, employee innovative behavior was maximized when leaders and employees were incongruent in humor. Second, in the case of incongruence, employees had higher innovative behavior when employees were more humorous than their leaders. Third, in the case of congruence, employees had higher innovative behavior when a leader’s and an employee’s humor matched at high levels. Fourth, dynamic tenure moderated the leader–employee congruence/incongruence effect of humor on employee innovative behavior. This study enhanced theoretical developments by considering the importance of leaders’ congruence with employees in humor for the first time. Additionally, the research results provided better practical guidance for effectively promoting employee innovative behavior.

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Positive Affect Mediates the Relationship Between Self‐efficacy and Innovative Behavior in Entrepreneurs

Cited by 57 publications

References 84 publications

A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes

A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes

Authentic Leadership and Employees’ Innovative Behaviour: A Multilevel Investigation in Three Countries

Leader–Employee Congruence in Humor and Innovative Behavior: The Moderating Role of Dynamic Tenure

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