The impact of individual creativity, psychological capital, and leadership autonomy support on hospital employees’ innovative behaviour

Abstract

Background There is growing interest in and focus on healthcare services research to identify factors associated with innovation in healthcare organizations. However, previous innovation research has concentrated primarily on the organizational level. In contrast, this study focuses on innovation by individual employees. The specific aim is to examine factors with potential impact on individual employee innovation in hospital organizations. Thus, the study significantly deepens and broadens previous research on innovation in the domain of health services. Methods A conceptual model was developed and tested on a sample of hospital employees (n = 1008). Partial least-squares structural equation modelling (PLS-SEM) was used to analyse the data with SmartPLS 3 software in two steps involving a measurement model and a structural model. Mediation analysis was used to test the proposed indirect effects. Results Hospital employees’ individual innovative behaviour is directly and positively associated with individual creativity (β = 0.440), psychological capital (β = 0.34) and leadership autonomy support (β = 0.07). The relationships between leadership autonomy support, psychological capital and individual innovative behaviour are all mediated by employees’ creativity. Psychological capital mediates the relationship between leadership autonomy support and individual innovative behaviour. Overall, the proposed model explains 50% of the variance in hospital employees’ innovative behaviour. Conclusions This study reveals a complex pattern of links between innovative behaviour and leadership autonomy support, employees’ creativity and employees’ psychological capital. However, the findings indicate that leadership autonomy support has an influential and multifaceted impact on hospital employees’ innovative behaviour.

Promoting organizational vision integration among hospital employees

“…As mentioned previously, this study is among the pioneering studies within the health-care services research literature to focus on OVI. Speci cally, it responds to a recent call for more research on the concept of employees' OVI in health-care organizations [3,38]. In addition to undertaking more research on the concept of OVI, the study offers three other contributions: (i) studying organizational vision from an employee perspective, which is an area of research that has been relatively neglected in the previous research literature [2]; (ii) revealing how different levels of factors (i.e., leadership, individual, and organizational levels) are capable of promoting employees' OVI; (iii) exploring the underlying pattern of relationships for how different levels of factors both affect each other as well as functioning in tandem to promote employees' OVI.…”

Fostering innovative behavior in health organizations: a PLS-SEM analysis of Norwegian hospital employees

“…Although several individual factors shown in Fig. 1 have previously been linked to IIB in various studies [31][32][33], the direct and indirect relationships (such as PsyCap, IMOC and OC) of hospital employees' IIB have yet to be studied. It is important to note that this limited research is detrimental because hospital employees are primary agents in implementing innovation at work [12,34].…”

“…1 , IIB is linked to OC. There are several examples in previous studies exploring the direct or indirect linkages between IIB and OC [ 33 , 77 , 78 ]. However, to the authors’ knowledge, no study has examined the linkage between IIB and OC in the domain of health services.…”

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“…Oleh sebab itu, penting bagi peneliti selanjutnya untuk memasukkan faktor person sebagai anteseden innovative behavior. Adapun faktor person seperti psychological capital (Slåtten et al, 2020a), change readiness (Kosasih et al, 2020), dan openness (Wang et al, 2020) dapat diteliti lebih lanjut.…”