Abstract
How to make use of leaders’ psychological capital to improve the innovation behavior of employees has become an important issue for the talent management of enterprises today, and it is also the goal that enterprises must pursue if they want to stand out in fierce competition. Therefore, a total of 154 enterprises in a high-tech area were selected for questionnaire survey in this study. The correlation between leader-member exchange (LMX) relationship (emotion, loyalty, contribution, and professional respect), leaders’ psychological capital (confidence, hope, optimism, and tenacity), and employees’ innovation behaviors were analyzed based on multivariate regression. Hierarchical regression method was used to examine the mediating effect of the LMX. It was found that confidence, toughness, and contribution were significantly positively correlated with employee innovation behavior (p < 0.001). The positive correlation between hope, optimism, emotion, and loyalty with employees’ innovation behavior was significant (p < 0.05). Besides, emotion, loyalty, and contribution had mediating effects on the leaders’ psychological capital and the innovation behavior of employees. In conclusion, leaders’ psychological capital can have a significant positive effect on the innovation behavior of employees directly, and it can also have an indirect positive effect on the innovation behavior of employees by maintaining high quality LMX.
Highlights
With the development of economic globalization, the biggest competitive advantage of a modern enterprise is not cost saving and product quality, nor talent, but talent management and organization (Wang et al, 2014; Trinchero et al, 2019)
There was no significant difference between men and women in each dimension of leaders’ psychological capital, employees’ innovation behavior, and leadermember exchange (LMX) (p > 0.05)
There was no significant difference in the psychological capital of leaders and LMX with different educational degrees (p > 0.05)
Summary
With the development of economic globalization, the biggest competitive advantage of a modern enterprise is not cost saving and product quality, nor talent, but talent management and organization (Wang et al, 2014; Trinchero et al, 2019). Influence of Entrepreneur’s Psychological Capital talents is the core competitiveness of an enterprise This is the core talent concept that enables the Huawei team to maintain a high level of creativity, and it is what we need to learn ” (Arasli et al, 2020). When it comes to the management of employees, leaders must be involved. As a special intangible resource, it has become one of the highlights among many factors affecting the occurrence of enterprises It is a core psychological element beyond human capital and social capital and can promote personal growth and performance improvement (Chen, 2020; Montani et al, 2020). In actual business operation, it is very important to pay attention to the development of psychological capital of leaders and employees
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
