Perspectives of Innovations, Economics and Business

  Previous Article | Back to Volume | Next Article
  Abstract | References | Citation | Download | Preview | Statistics
Volume 18
Issue 1
Online publication date 2018-07-12
Title Leader-member exchange and innovative work behavior: The role of intrinsic motivation, psychological empowerment, and creative process engagement
Author Annam Bibi, Bilal Afsar
Abstract
This study examines how leader-member exchange relates to subordinate’s innovative work behavior through intrinsic motivation, psychological empowerment, and creative process engagement. On the basis of an interactional approach, this study hypothesized that (a) there is an interaction between leader-member exchange, intrinsic motivation, and psychological empowerment that affects innovative work behavior, such that leader-member exchange has the strongest positive relationship with innovative work behavior when subordinates have high levels of intrinsic motivation and psychological empowerment; and (b) creative process engagement mediates the effect that this three-way interaction between leader-member exchange, intrinsic motivation, and psychological empowerment has on innovative work behavior. Data were collected from 337 employees and their immediate supervisors (137) from automotive industry. First, subordinates completed measures of their leader-member exchange, intrinsic motivation, and psychological empowerment. Then, the supervisors of these employees assessed their subordinates’ innovative work behavior. The results supported the hypotheses. We found that leader-member exchange, intrinsic motivation and psychological empowerment interacted to affect employee innovative work behavior in such a way that when intrinsic motivation and psychological empowerment were both high, leader-member exchange had the strongest positive relationship with innovative work behavior and creative process engagement mediated this relationship. This study is the first of its kind to empirically examine the interactional perspective of leader-member exchange on innovative work behavior through psychological empowerment, intrinsic motivation, and creative process engagement. Theoretical and practical implications and future area of research are discussed at the end.
Citation
References
Afsar, B., F. Badir, Y., & Bin Saeed, B. (2014). Transformational leadership and innovative work behavior. Industrial Management & Data Systems, 114(8), 1270-1300.

Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied psychology, 90(5), 945.

Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.

Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15(1), 5-32.

Aryee, S., & Chen, Z. X. (2006). Leader-member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes. Journal of Business Research, 59, 793-801.

Atwater, L., & Carmeli, A. (2009). Leader-member exchange, feelings of energy, and involvement in creative work. The Leadership Quarterly, 20(3), 264-275.

Chen, Z., Lam, W., & Zhong, J. A. (2007). Leader-member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal of Applied Psychology, 92, 202-212.

Dawson, J. F., & Richter, A. W. (2006). Probing three-way interactions in moderated multiple regression: Development and application of a slope different test. Journal of Applied Psychology, 91, 917-926. 

De Groot, J. I., & Steg, L. (2009). Morality and prosocial behavior: The role of awareness, responsibility, and norms in the norm activation model. The Journal of Social Psychology, 149(4), 425-449.

De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behaviour. European Journal of innovation management, 10(1), 41-64.

De Jong, J., & Den Hartog, D. (2010). Measuring innovative work behaviour. Creativity and Innovation Management, 19(1), 23-36.

DeConinck, J. B. (2011). The effects of leader-member exchange and organizational identification on performance and turnover among salespeople. Journal of Personal Selling and Sales Management, 31, 21-34.

Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R., & Ferris, G. R. (2012). A meta-analysis of the antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38, 1715-1759.

Edwards, J. R., & Lambert, L. S. (2007). Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psychological Methods, 12, 1-22.

Farmer, S. M., Tierney, P., & Kung-McIntyre, K. (2003). Employee creativity in Taiwan: An application of role identity theory. Academy of Management Journal, 46(5), 618-630.

Forrester, R. (2000). Empowerment: Rejuvenating a potent idea. The Academy of Management Executive, 14(3), 67-80.

Gagné, M., Senecal, C. B., & Koestner, R. (1997). Proximal job characteristics, feelings of empowerment, and intrinsic motivation: a multidimensional model1. Journal of Applied Social Psychology, 27(14), 1222-1240.

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi domain perspective. Leadership Quarterly, 6, 219-247.

Howell, J. M., & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader-member-exchange, transformational and transactional leadership, and distance in predicting follower performance. Journal of Applied Psychology, 84, 680-694.

Kim, B. P., & George, R. T. (2005). The relationship between leader-member exchange (LMX) and psychological empowerment: A quick casual restaurant employee correlation study. Journal of Hospitality & Tourism Research, 29(4), 468-483.

Lee, J. (2008). Effects of leadership and leader-member exchange on innovativeness. Journal of managerial psychology, 23(6), 670-687.

Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85, 407-416.

Lim, H. S., & Choi, J. N. (2009). Testing an alternative relationship between individual and contextual predictors of creative performance. Social Behavior and Personality: an international journal, 37(1), 117-135.

Martins, E. C., & Terblanche, F. (2003). Building organisational culture that stimulates creativity and innovation. European journal of innovation management, 6(1), 64-74.

Muller, D., Judd, C. M., & Yzerbyt, V. Y. (2005). When moderation is mediated and mediation is moderated. Journal of Personality and Social Psychology, 89, 852-863. 

Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40, 879-891. 

Rank, J., Pace, V. L., & Frese, M. (2004). Three avenues for future research on creativity, innovation, and initiative. Applied Psychology, 53(4), 518-528.

Reiter-Palmon, R., & Illies, J. J. (2004). Leadership and creativity: Understanding leadership from a creative problem-solving perspective. The Leadership Quarterly, 15(1), 55-77.

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-79.

Schermuly, C. C., Meyer, B., & Dämmer, L. (2013). Leader-member exchange and innovative behavior. Journal of Personnel Psychology, 12, 132-142.

Schriesheim, C. A., Castro, S. L., & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. The Leadership Quarterly, 10(1), 63-113.

Schyns, B., Paul, T., Mohr, G., & Blank, H. (2005). Comparing antecedents and consequences of leader-member exchange in a German working context to findings in the US. European Journal of Work and Organizational Psychology, 14, 1-22.

Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37, 580-607.

Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96, 981-1003.

Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219.

Singh, M., & Sakar, A. (2012). The relationship between psychological empowerment and innovative behavior: A dimensional analysis with job involvement as mediator. Journal of Personnel Psychology, 11, 127-137.

Slåtten, T., Svensson, G., & Sværi, S. (2011). Empowering leadership and the influence of a humorous work climate on service employees' creativity and innovative behaviour in frontline service jobs. International Journal of Quality and Service Sciences, 3(3), 267-284.

Sparrowe, R. T., & Liden, R. C. (1997). Process and structure in leader-member exchange. The Academy of Management Review, 22, 522-552.

Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.

Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681.

Tierney, P., & Farmer, S. M. (2002). Creative self-efficacy: Its potential antecedents and relationship to creative performance. Academy of Management Journal, 45(6), 1137-1148.

Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52(3), 591-620.

Volmer, J., Spurk, D., & Niessen, C. (2012). Leader-member exchange (LMX), job autonomy, and creative work involvement. The Leadership Quarterly, 23(3), 456-465.

Walumbwa, F., Mayer, B., Wang, P., Wang, H., Workman, C., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115, 204-213.

Yidong, T., & Xinxin, L. (2013). How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116(2), 441-455.

Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.
Keywords Leader-member exchange; intrinsic motivation; psychological empowerment; creative process engagement; automotive industry; and innovative work behavior
DOI http://dx.doi.org/10.15208/pieb.2018.3
Pages 25-43
Download Full PDF Download
  Previous Article | Back to Volume | Next Article
Share
Search in articles
Statistics
Journal Published articles
PIEB 611
Journal Hits
PIEB 1561862
Journal Downloads
PIEB 27316
Total users online -