The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior

Abstract

The aim of this contribution was to investigate predictors of innovative work behavior (IWB) in nonprofit organizations. For instance, in schools, innovative solutions are crucial as the quality of education and therefore the schools' competitiveness depends on their ability to keep pace with technological, economic, and societal transformations. We addressed this issue in a quantitative study with 130 teachers in Dutch secondary schools employing a time-lag design. In accordance with self-determination theory, we investigated the role of transformational leadership for enhancing IWB and the role of basic psychological needs satisfaction in mediating this relationship. By employing structural equation modeling, we found that transformational leadership was positively related to the satisfaction of the teachers' needs for autonomy and competence. Furthermore, the satisfaction of the need for competence positively predicted teachers' IWB. In addition, perceived competence fully mediated the relationship between transformational leadership and teachers' IWB. Accordingly, persons with leadership responsibilities should adopt a transformational leadership style and motivate their employees by providing individual attention, intellectual stimulation, and encouragement for goal striving. Specifically, leaders may provide feedback on employees' innovative ideas and their strategies for realizing innovative solutions, thus helping them to become increasingly confident about what

The mediating effect of organizational culture of effectiveness on the relationship between innovative work behavior and transformational leadership. (c2022)

“…With greater employee involvement in the creative process, companies can expect to achieve speedier innovation, especially when leaders that empower their people have a beneficial impact on their inventiveness (Cheng, Cao, Zhong, He, & Qian, 2019). To operate confidently in a demanding innovation process, to constantly advance one's understanding of the envisioned innovation and develop creative insights into it, as well as to maintain motivation through difficult innovation process phases, one must feel competent (Messmann, Evers, & Kreijns, 2022). By encouraging staff to think creatively and try new things, as well as by allowing them to develop an appropriate innovation strategy, transformational leaders can enhance the perception of autonomy (Messmann, Evers, & Kreijns, 2022).…”

“…To operate confidently in a demanding innovation process, to constantly advance one's understanding of the envisioned innovation and develop creative insights into it, as well as to maintain motivation through difficult innovation process phases, one must feel competent (Messmann, Evers, & Kreijns, 2022). By encouraging staff to think creatively and try new things, as well as by allowing them to develop an appropriate innovation strategy, transformational leaders can enhance the perception of autonomy (Messmann, Evers, & Kreijns, 2022). "Continuous achievement and perfection are the benchmarks designed and engrained by the top leadership" (Li, Bhutto, Nasiri, Shaikh, & Samo, 2018).…”

“…Through prioritizing employees and considering them as their most reliable resources, leaders instill trust amongst them which drives them to want to perform better and develop the competence needed for constant improvement (Pradhan, Panda, & Jena, 2017). To help their team members grow in confidence about what they can do and how they may improve regarding their contributions to innovation development, leaders may offer comments on their innovative ideas and their tactics for implementing innovative solutions (Messmann, Evers, & Kreijns, 2022). Even when the innovation process is stalled or mistakes have been made, leaders can boost employees' confidence by giving constructive, encouraging comments (Messmann, Evers, & Kreijns, 2022).…”

“…To help their team members grow in confidence about what they can do and how they may improve regarding their contributions to innovation development, leaders may offer comments on their innovative ideas and their tactics for implementing innovative solutions (Messmann, Evers, & Kreijns, 2022). Even when the innovation process is stalled or mistakes have been made, leaders can boost employees' confidence by giving constructive, encouraging comments (Messmann, Evers, & Kreijns, 2022). By expressing respect for employees' ideas, even when they contradict established practices, transformational leaders can increase perceptions of competence among their workforce (Messmann, Evers, & Kreijns, 2022).…”

“…Even when the innovation process is stalled or mistakes have been made, leaders can boost employees' confidence by giving constructive, encouraging comments (Messmann, Evers, & Kreijns, 2022). By expressing respect for employees' ideas, even when they contradict established practices, transformational leaders can increase perceptions of competence among their workforce (Messmann, Evers, & Kreijns, 2022).…”