Empowering Leadership and Employee Innovative Behavior: The Role of Creative Role Identity

Gyung Mo Kang, Youngeun Yang, Soojin Kim, Kiwook Kwon
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Abstract

This empirical study examined both the mediating effect of creative role identity and the moderating effect of promotion focus on the relationship between empowering leadership and employee innovative behavior. Research models and hypotheses were established based on previous studies that explored empowering leadership, creative role identity, employee innovative behavior and promotion focus. It was confirmed that empowering leadership had a direct effect on employee innovative behavior and an indirect effect through the partially mediating variant of creative role identity. The study also confirmed that the lower an employee's promotion focus, the greater the effect of empowering leadership on creative role identity. The results of this study are significant because it verified the mechanism of identity perspective and expanded the literature on the effect of empowering leadership on employee innovative behavior. In particular, the creative role identity formed through leader's expectations, interactions, and employee's self-conceptualization of individual roles mediates the influence of empowering leadership on employee innovative behavior. At the same time, empowering leadership can influence employee innovative behavior differently depending on an employee's individual characteristic. Accordingly, continuous interaction for nurturing an employee's creative role identity rather than simple task instruction or delegation of authority is strongly recommended. Similarly, managers should demonstrate consistent interest in employee creative role identity as well as empowering leadership in order to encourage innovative behavior among employees.
授权领导与员工创新行为:创造性角色认同的作用
本实证研究考察了创造性角色认同的中介作用和晋升的调节作用,重点关注授权型领导与员工创新行为的关系。基于前人对授权型领导、创造性角色认同、员工创新行为和晋升焦点的研究,建立了研究模型和假设。结果表明,授权型领导通过创造性角色认同的部分中介变量对员工创新行为具有直接影响和间接影响。研究还证实,员工对晋升关注度越低,授权型领导对创造性角色认同的影响就越大。本研究的结果不仅验证了认同视角的作用机制,而且拓展了授权型领导对员工创新行为影响的研究文献,具有重要意义。特别是通过领导者的期望、互动和员工对个体角色的自我概念化所形成的创造性角色认同,中介了授权型领导对员工创新行为的影响。同时,授权型领导对员工创新行为的影响也因员工个体特征的不同而不同。因此,强烈建议通过持续的互动来培养员工的创造性角色认同,而不是简单的任务指导或授权。同样,管理者应该对员工的创造性角色认同表现出持续的兴趣,并授权领导,以鼓励员工的创新行为。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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