Abstract
Innovation has been recognized as one of the main strategies for organizations to remain competitive in increasingly complex and dynamic environments. Employees’ innovative work behavior is the primary driver for organizational-wide innovation. Management and scholars have paid increasing attention to the role of humble leadership in innovation activities. The underlying mechanisms through which leader humility influences team innovation and outcomes, however, remain unclear. This study proposes and tests a moderated mediation model that examines the hypothesized positive influence of servant leadership on employee IWB via knowledge sharing as well as the moderating role of psychological empowerment in this process. we found that employees’ knowledge sharing mediate the relationship between servant leadership and IWB. Moreover, the relationship of knowledge sharing with innovative work behavior is moderated by psychological empowerment such that the relationship was stronger at the high level of psychological empowerment than that of the low levels of psychological empowerment. This study suggests that knowledge sharing and psychological empowerment are important factors that influence the relationship between servant leadership and innovative work behavior.
Published Version
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