Transformational leadership and innovative work behavior: The role of identification, voice and innovation climate
Document Type
Article
Publication Date
8-1-2023
Abstract
Researchers and businesses are becoming more interested in encouraging employees to engage in innovative work behavior in a highly competitive environment. The current study explores the underlying mechanisms and boundary conditions that explain the association between transformational leadership and innovative work behavior of frontline employees, based on the social exchange theory (SET) and conservation of resource theory (COR theory). Data was collected from frontline employees and managers working in 145 hotels in four prov-inces along China's southeast coast (Jiangsu, Zhejiang, Fujian, and Guangdong). The results indicated that (1) transformational leadership had a positive impact on innovative work behavior, (2) organizational identifica-tion/employee voice mediated the relationship between transformational leadership and innovative work behavior, and (3) the indirect effect of transformational leadership on innovative work behavior (via organi-zational identification/employee voice) was stronger when the employee worked in a more innovation climate. This study provides hotel management insights regarding why and under what conditions employees behave as they do.
Keywords
Transformational leadership, Organizational identification, Employee voice, Innovation climate, Innovative work behavior
Divisions
Faculty_of_Business_and_Accountancy
Publication Title
International Journal of Hospitality Management
Volume
113
Publisher
Elsevier Science Ltd
Publisher Location
125 London Wall, London, ENGLAND