Transformational leadership, innovative work behavior, and employee well-being

Abstract

Different studies have shown that transformational leadership, which is categorized as a positive leadership, can increase employee's well-being and innovation. However, the research about the social interactional mechanism used to improve the aforementioned outcomes is scant. This research investigates the mediating roles of leader's active empathetic listening and psychological safety through a survey data collected from 583 postgraduate management students in three top universities in Iran working either full-time or part-time. After doing a series of confirmatory factor analyses, this study employed structural equation modeling to test the hypotheses of the proposed model. Results of the analyses revealed that leader's active empathetic listening and psychological safety fully mediated the influence of TL on innovative work behavior, and partially mediated the influence of TL on employee well-being. This paper contributes in three ways. First, it investigates the mediating roles of leader's active empathetic listening and psychological safety as two interpersonal factors on innovative work behavior and employee well-being. Second, findings of the study make contributions to the body of research in a number of related disciplines, such as transformational leadership, employee well-being, and innovative work behavior. Third, this paper highlights the significant impact of listening as a taken-for-granted aspect of interactions in leader-follower relationship. Implications of the findings for research and practice are discussed.

A study on ranking the effects of transformational leadership style on organizational agility and mediating role of organizational creativity

“…The results of the survey are consistent with the obtained results by Khan et al (2009), etc. Considering the fact that transformational leadership style has an influence on organizational creativity, and organizational creativity has an influence on organizational agility, thus organizational creativity in the influence of transformational leadership style has a mediating role on the organizational agility. Results of this hypothesis is consistent with the results of Mohammadi and Amiri (2013) and Sharifirad et al (2013).…”

Do the Big-Five Personality Traits Predict Empathic Listening and Assertive Communication?

“…There is also evidence that leadership involving consideration of others rather than leadership that is task-oriented is related to people-oriented listening behavior (Kluger & Zaidel, 2013). Another study has shown that AEL partly accounts for the relationship between Transformational Leadership and positive outcomes of innovative work and well being in employees (Sharifirad, 2013).…”

A Framework for Research and Practice: Relationship among Authentic Leadership, Employee Well-Being, Organizational Innovative Climate and Innovative Behavior

“…Firstly, they both reflect positive psychological resources within individual from their definition, we know that authentic leadership is a process that draws from leader's positive psychological capacities (Gardner, 2011), and employee well-being also reflects person's positive emotion and positive cognition (Zheng et al, 2015). In addition, other positive form of leadership, for example, transformational leadership, ethical leadership, has been confirmed that it is positively related to well-being (sharifirad et al, 2013;Tu & Lu, 2013). Thus, authentic leadership might also have a certain connection with employee well-being.…”

“…There is also some empirical research support that employee well-being is po- (Sharifirad, 2013). Generally speaking, employee who owns positive psychological resources or happy feelings would usually lead to constructive behavior (Nordin et al, 2012).…”

“…In other words, employee well-being is the variable combined cognition and emotion together. In addition, prior research has shown that employee well-being is valuable in understanding innovative behavior (Sharifirad, 2013). However, there are few studies take employee well-being into account in the relationship between authentic leadership and innovative behavior.…”