Shared Leadership and Innovative work behavior: Mediating role of pro social motivation and moderating role of change readiness

Abstract

This study aims to contribute to the body of knowledge by using social identity theory to investigate the function of shared leadership in teams. The study examines the impact shared leadership can have on creative work behavior. In addition, the study used positive social motivation as a mediator and moderating role of preparedness. In addition, the study suggests a change preparedness as a buffer for improving innovative work behavior among workers of information systems as a result of shared leadership. The material for this study came from the completion of questionnaires by 236 different people working in Pakistani information systems. The data-gathering process involved using a convenience sampling method, which is not a random sampling approach. The sample size was established using G*Power (Hair et al, 2014). To evaluate both direct and indirect impacts, the Model 4 specification of the process macros created by Hayes was employed. On the other hand, the Model 1 specification was applied to test the moderation hypothesis. For this study, the individuals working for information system firms served as the unit of analysis. According to the findings, shared leadership has a useful link that contributes positively to innovative workplace behavior. It was also determined that the willingness for change has a moderating function in the relationship between shared leadership and pro-social drive.