Translating leader–member exchange to innovative work behaviour: The role of creative self-efficacy and team support for innovation

IF 3.7 3区管理学 Q2 MANAGEMENT

Creativity and Innovation Management Pub Date : 2024-05-02 DOI:10.1111/caim.12613

Robert Modliba, Stefan B. Fischer, Theresa Treffers, Isabell M. Welpe

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Abstract

Employees' innovative work behaviour (IWB) is crucial for organizations' long-term performance and success. In particular, research has examined leadership as a crucial antecedent of IWB, but there are inconclusive results about how leader–member exchange (LMX) translates into IWB. Building on LMX theory, we examine how the relationship between LMX and IWB is translated through subordinates' creative self-efficacy as a motivational factor and team support for innovation as a social-relational factor. To test our hypotheses, we conducted a matched field survey with 171 subordinates and supervisors and found a positive association between LMX and IWB. Our results also show that this relationship is mediated by team support for innovation but not by creative self-efficacy. Our findings confirm the importance of the social aspect in the innovation process and suggest that perceived social support plays a more significant role in the translation of LMX into the IWB than do individual motivational factors.

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将领导-成员交流转化为创新工作行为：创新自我效能感和团队对创新的支持的作用

员工的创新工作行为（IWB）对组织的长期绩效和成功至关重要。研究尤其将领导力视为创新工作行为的重要先决条件，但关于领导者与成员之间的交流（LMX）如何转化为创新工作行为，目前尚无定论。在 LMX 理论的基础上，我们研究了 LMX 与 IWB 之间的关系是如何通过作为激励因素的下属的创新自我效能感和作为社会关系因素的团队对创新的支持来转化的。为了验证我们的假设，我们对 171 名下属和主管进行了匹配的实地调查，发现 LMX 与 IWB 之间存在正相关。我们的结果还表明，这种关系受团队对创新的支持而非创新自我效能的调节。我们的研究结果证实了社会因素在创新过程中的重要性，并表明在将 LMX 转化为 IWB 的过程中，感知到的社会支持比个人动机因素发挥着更重要的作用。

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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来源期刊

Creativity and Innovation Management MANAGEMENT-

CiteScore

7.70

自引率

11.40%

发文量

期刊介绍： Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.