Leaders’ Innovative Work Behavior: The Role of Business Acumen, Innovative Self-Efficacy, and Openness

PT RF, as one of the companies in Indonesia, faces challenges in the era of globalization and increasingly intense business competition. Innovative work behavior has become one of the critical factors determining the sustainability and competitive advantage of the organization. The phenomenon of dynamic changes in the business environment, technological advancements, and evolving consumer demands require organizations to continuously innovate in creating better products, services, or processes. This study aimed to identify factors influencing innovative work behavior by testing whether business acumen, person job fit, and intrinsic motivation could be predictors. Hypothesis testing used multiple regression analysis involving 239 employees at PT RF. The hypothesis testing involved multiple regression analysis and utilized a convenience sampling technique. The research data was collected using a questionnaire that was distributed online. The results prove that business acumen acumen (β = .038, t = 10.318, p = < .05) and person job fit (β = .146, t = 2.280, p = < .05) could predict innovative work behavior, meanwhile intrinsic work motivation (β = .044, t = .705, p = > .05) was not able to be a predictor. These findings provide implications for PT RF to give stimulus to improve employees' business acumen and perception of person job fit, encouraging them to behave innovatively. PT RF sebagai salah satu perusahaan di Indonesia mengadapi tantangan pada era globalisasi dan persaingan bisnis yang semakin ketat. Perilaku kerja inovatif menjadi salah satu faktor kritis yang menentukan keberlangsungan dan keunggulan kompetitif organisasi. Fenomena perubahan lingkungan bisnis yang dinamis, kemajuan teknologi, dan tuntutan konsumen yang terus berkembang menuntut organisasi untuk terus berinovasi dalam menciptakan produk, layanan, atau proses yang lebih baik. Untuk itu, penelitian ini bertujuan mengidentifikasi faktor-faktor yang memengaruhi perilaku kerja inovatif dengan menguji apakah business acumen, person job fit, dan motivasi kerja intrinsik mampu berperan sebagai prediktor. Pengujian hipotesis menggunakan analisis multiple regression dengan melibatkan 239 pegawai di PT RF dari berbagai jenjang jabatan. Partisipan diperoleh dengan teknik pengambilan sampel menggunakan convenience sampling dan data dihimpun melalui kuesioner yang disebarkan secara daring. Hasil penelitian membuktikkan bahwa business acumen (β = .038, t = 10.318, p = < .05) dan person job fit (β = .146, t = 2.280, p = < .05) dapat memprediksi perilaku kerja inovatif. Sementara itu, motivasi kerja intrinsik (β = .044, t = .705, p = > .05) tidak mampu menjadi prediktor. Temuan ini memberikan implikasi bagi PT RF untuk memberikan stimulus dalam meningkatkan business acumen serta persepsi person job fit pegawai agar mereka terdorong untuk berperilaku inovatif.

Studies on teachers' innovative work behavior (IWB) have identified the importance of self‐efficacy beliefs and school climate. However, there is a lack of understanding of innovation‐specific self‐efficacy beliefs in earlier research. Further, the relative importance of these variables for teachers' IWB is yet to be examined. Objectives of the present study were to (i) conceptualize and develop an instrument to assess innovative self‐efficacy (ISE) of school teachers, and (ii) examine the dynamics of relationships among ISE, perceived school climate, and IWB of teachers. The research was classified into two studies. In both studies, data were collected randomly from secondary and higher secondary teachers of private, government, and government‐aided schools in Kolkata (INDIA) and adjoining areas. Study 1 dealt with the first objective, that is, the construction of the ISE scale. Factor structure and psychometric properties of the scale were tested on 300 teachers. Exploratory factor analysis revealed two dimensions: teaching reflection and teaching design implementation. In Study 2, ISE scale, IWB Scale, and Revised School Level Environment Questionnaire were administered to 400 teachers. Confirmatory factor analysis was performed, and goodness of fit estimates was calculated for the ISE scale, indicating an acceptable fit. Further, hierarchical regression analyses noted that school climate factors (collaboration, school resources, decision‐making, and instructional innovation) moderated the relationship between teaching reflection efficacy and IWB. In the current backdrop of different educational reforms, IWB is a thrust that needs to be promoted among school teachers. The present study implies that school administration can encourage teachers' innovativeness by increasing opportunities for innovation in school. Training and intervention programs aimed at enhancing teachers' ISE levels will also increase IWB in them.

Abstract: Purpose: This study focuses on the role of innovation self-efficacy as a mediator in the relationship between knowledge sharing behavior and innovative work behavior. Research methodology: This research was conducted on 306 students from 14 faculties who were taking second to last semester. This study was measured using the Innovative Work Behavior (IWB) scale developed by (Janssen, 2000) Knowledge Sharing Behavior (KSB) developed by (Chen, Chen, & Kinshuk, 2009), and Innovation Self-Efficacy (ISE.6) developed by (Dungs, Sheppard, & Chen, 2017) The sampling method in this study used non-probability sampling with a convenience sampling technique. The statistical analysis technique used PROCESS through IBM SPSS version 21. Results: The results showed that innovation self-efficacy had a partial mediating effect on the relationship between knowledge sharing behavior and innovative work behavior. Limitations: The limitation in this study is that the effect of mediation is still partial mediation so it is hoped that further research can examine other mediator variables that have a stronger influence. Contribution: This research contributes to institutions, companies, or governments to develop programs or activities that aim to improve an individual's innovative work behaviors. Keywords: 1. Innovative Work Behavior 2. Knowledge Sharing Behavior 3. Innovation Self-Efficacy

Employee innovative work behavior plays a vital role in innovation management in private companies, especially in an emerging market like Vietnam. This study investigates the influence of individual factors (including employee creativity and innovative self-efficacy) and organizational factors (constituting innovation climate and organizational support) on innovative work behavior and the impact of innovative work behavior on employee job performance. To test the hypotheses quantitatively, the study uses a two-stage second-order partial least squares structural equation modeling (PLS-SEM) method and a questionnaire-based study with 706 employees from private businesses in Vietnam. The findings indicate that individual factors substantially impact workers’ innovative work behavior (scoring 0.491) compared to organizational factors (scoring 0.395). In addition, all factors, including employee creativity, innovative self-efficacy, innovation climate, and organizational support, positively impact workers’ innovative work behavior. Specifically, innovative self-efficacy exerts the most significant influence on innovative work behavior (with a score of 0.360), followed by organizational support (scoring 0.272) and employee creativity (scoring 0.157). Simultaneously, the innovation climate exerts a minor influence on innovative work behavior, with a score of 0.142. Finally, innovative work behavior directly and positively affects employee job performance, scoring 0.641.

The aim of this study is to examine and analyze the role of psychological empowerment as a mediator in the influence of support for innovation and leader-member exchange on innovative work behavior among employees of Bank Nagari in Padang City. The population for this study consisted of all Marketing and IT employees of Bank Nagari in Padang City, totaling 101 individuals. The sample was selected using Isaac and Michael's sampling method, resulting in a sample size of 78 individuals. The analytical methods employed in this study were descriptive statistical analysis and factor description analysis using SmartPLS 4.0 software. The findings of the study indicate that support for innovation does not have a significant influence on employees' innovative work behavior. However, support for innovation has a positive and significant impact on employees' psychological empowerment. Furthermore, leader-member exchange does not have a significant influence on employees' innovative work behavior, but it does have a positive and significant impact on employees' psychological empowerment. Psychological empowerment, in turn, has a positive and significant influence on employees' innovative work behavior. Additionally, psychological empowerment mediates the relationship between support for innovation and employees' innovative work behavior, as well as the relationship between leader-member exchange and employees' innovative work behavior at Bank Nagari in Padang City.

Purpose This paper aimed at investigating the relationship between organizational climate for initiative, job autonomy, climate for innovation and innovative work behavior (IWB) in a developing economy context. Design/methodology/approach The study surveyed 444 manufacturing businesses in Morocco, collecting data from three sources: CEOs, middle managers and non-managerial employees in the production department. The data were analyzed using structural equation modelling, the Bayesian estimation approach and the bootstrapped moderated mediation technique. Findings This study revealed that middle managers’ job autonomy mediates the positive link between climate for initiative and middle managers’ IWB when climate for innovation is strong. Practical implications This study provides practical information for organizations intending to make their middle managers willing to be innovative in their job by granting them job autonomy and building favorable climates for initiative and innovation. Originality/value This research expands the human resource management and innovation literature by examining features of the work context (i.e. climates for initiative and for innovation, and job autonomy) as previous research has mainly focused on the context approach to work design (i.e. social environment of work design). The study highlights the role of middle managers as essential contributors to fostering innovations within their firms.

This study aims to analyze the effect of ambidextrous leadership on innovative work behavior by considering the mediating role of innovative self-efficacy as well as the moderating effect of psychological resilience and perceived organizational support. This study was conducted in the manufacturing and service sectors in the West Java region involving 480 respondents working in 134 companies. Data were collected through a questionnaire survey and analyzed using the Structural Equation Modeling (SEM) approach with the help of SmartPLS software. The results showed that ambidextrous leadership has a positive and significant effect on innovative work behavior. Innovative self-efficacy was shown to play a mediating role in the relationship, which means that an individual's belief in his or her ability to innovate strengthens the impact of ambidextrous leadership style on innovative behavior. In addition, psychological resilience moderated the relationship between ambidextrous leadership and innovative self-efficacy, while perceived organizational support moderated the relationship between innovative self-efficacy and innovative work behavior. Both moderator variables strengthen the relationship between variables when they are at high levels. The findings provide theoretical and practical implications, especially for organizations that want to build an innovative culture through strengthening leadership capacity and psychological factors and support perceived by employees. By creating a work environment that supports idea exploration and self-development, organizations can sustainably increase innovative work behavior.

For the past twenty years, researchers have concentrated on project success. Concern over the elements that affect project success is on the rise. The study's specific goal was to ascertain how innovative work behaviours and knowledge-sharing behaviours of subordinates played a mediating role in the relationship between transformational leadership and project success. A post-positivist strategy is used in this cross-sectional analysis of theoretical models. Between January and June 2022, information was gathered through purposeful sampling from 60 small and medium-sized firms. The firms that were contacted range widely in size, industry, and speciality. This study distributed 550 questionnaires comprised of 4 scales to 120 organizations; 375 were returned, out of which 350 were valid. The findings demonstrate that transformative leadership is significantly associated with project success. In addition, knowledge sharing and innovative subordinate work behaviour considerably mediate this relationship. This study stressed that transformational leaders may encourage their people by maintaining team communication and cohesion regardless of the circumstances. In addition, education and training in soft skills enhance subordinates' knowledge sharing and innovative work behaviour, and their combination with transformational leadership is a more effective predictor of project success. Future research can use longitudinal analysis by examining other potential variables in different economies and communities. Through the lens of social exchange theory, the findings of this study make a novel addition by elucidating the limited understanding of the effect of transformational leadership on project success as mediated by knowledge sharing and innovative work behaviour.

Little is known about the effects of the level of fulfillment of the IT professional’s psychological contract on their innovative work and organizational citizenship behaviors. Using psychological contract and social information processing theories, this article proposes to answer the research question: How does the level of fulfillment of the IT professionals’ psychological contract affect their organizational citizenship and innovative work behaviors? Survey data were collected from 209 IT professionals using groupadministered paper and online surveys. Results show positive relationships with the level of fulfillment of the IT professional’s psychological contract and their innovative work behavior, as well as four of their organizational citizenship behaviors, specifically loyalty, advocacy participation, obedience, and functional participation. Extending the body of knowledge, the dimensional approach of the psychological contract was used resulting in the scope, focus, and tangibility dimensions being the most significant predictors of the organizational behaviors.

Little is known about the effects of the level of fulfillment of the IT professional’s psychological contract on their innovative work and organizational citizenship behaviors. Using psychological contract and social information processing theories, this article proposes to answer the research question: How does the level of fulfillment of the IT professionals’ psychological contract affect their organizational citizenship and innovative work behaviors? Survey data were collected from 209 IT professionals using groupadministered paper and online surveys. Results show positive relationships with the level of fulfillment of the IT professional’s psychological contract and their innovative work behavior, as well as four of their organizational citizenship behaviors, specifically loyalty, advocacy participation, obedience, and functional participation. Extending the body of knowledge, the dimensional approach of the psychological contract was used resulting in the scope, focus, and tangibility dimensions being the most significant predictors of the organizational behaviors.

This study aims to examine the influence of paternalistic leadership dimensions (benevolent leadership, moral leadership and authoritarian leadership) on innovation work behavior which has an important role as a driver of resource management in organizations to build innovative employee work behavior. The population of this study were employees of Investment Office and One-Stop Integrated Services Semarang Regency with sample techniques using saturated samples of 40 people and statistical analysis tools using Smart PLS Version 4.0. The results showed that the hypothesis that states the role of paternalistic leadership dimensions such as benevolent leadership and authoritarian leadership has an effect on innovation work behavior is accepted, while moral leadership has an effect on innovation work behavior is not accepted. Suggestions for future research should add or combine with other predictor variables so that the study can be generalized such as transformational leadership, transactional leadership, and work environment to improve innovation work behavior.

This paper aims to explore the relationship between knowledge sharing, rewards, and charismatic leadership with innovative work behavior among university lecturers in Malaysia. This paper discusses the importance of innovation and innovative work behavior in organizations, particularly in the context of higher education institutions. It highlights the role of academics in generating new knowledge and the need to examine the impact of innovative work behavior on academics. This study proposed quantitative research that involves public university lecturers as respondents and implementing purposive sampling. Later, this study also proposes to analyze the data using Smart Partial Least Squares (SmartPLS) to test the hypothesis development. According to the discussions, universities play an important role in encouraging innovative performance, and knowledge sharing among academicians promotes collective learning and stimulates innovation. Overall, the discussion emphasizes the urgency of conducting a study on the influence of innovative work behavior on academics and the importance of developing a structured framework to enhance innovative work behavior among university lecturers.

The study aims to investigate the impact of New Human Resource Management Practices (NHRM) on innovation performance mediating by organizational innovation and innovative work behavior in the educational sector during the COVID-19 pandemic. However, experiential proof to determine this relationship is inadequate. Consequently, quantitative statistical tools were implemented in the study. Using data gathered from 450 employees in the Ministry of Education in Amman-Jordan who participated in the online survey the present results indicate that there is a significant positive relationship linking NHRM practices and innovation performance. Additionally, a mediating role of organizational innovation and innovative work behavior was found. Moreover, the results identified that the relation increases more by organizational innovation mediator. Therefore, based on the results, boosting NHRM practices in the Ministry of Education will reinforce managerial implementation, fostering innovative performance. During the COVID 19 pandemic, the cruel challenges obliged the educational sector to use organizational strategies to achieve innovation within the crucial and unpredictable period, which needs practical, swifter technological practices, making it unbeatable, creative, and motivational competitive. Therefore, applying NHRM can present solutions, resolve problems, and enhance innovation among employees during the response time of a crisis. Form, execution and improved environmental sustainability within organizations that rely on permanent innovation are associated with HR practices.

Whereas innovative work behaviour (IWB) is regarded as a desired positive behaviour for all organizational members, existing research has predominantly focused on employees, while only sparingly scrutinizing the IWB among managerial levels. To address this gap, we draw on upper echelons and positive organizational behaviour perspectives to examine how hope, self‐efficacy, resilience, optimism and organization‐based self‐esteem (OBSE) influence managers' IWB activities, namely, idea generation, promotion and realization. The relationships are tested using a sample of 201 managers from various managerial levels, sectors and company sizes. Regression‐based and necessary condition analyses estimate the effects and necessity of personal resources on IWB activities. Study findings suggest that managers' personal resources are important for IWB, but the impact differs by intrapreneurial activity. Hope, self‐efficacy and OBSE positively influence idea generation; self‐efficacy and resilience foster idea promotion; and self‐efficacy, OBSE, resilience and optimism foster idea realization. Supplementary analyses align with the upper echelons literature, revealing that managerial level matters; personal resources are unevenly distributed across managerial levels, partly explaining variations in managers' IWB. This study contributes to the growing research on managerial innovation. Our findings suggest that personal resources drive managerial IWB, with top managers scoring higher on both personal resources and IWB activities. Second, by disentangling IWB activities, our study demonstrates that idea generation, promotion and realization involve distinct challenges requiring different personal resources to be successfully mastered.

PurposeThe purpose of this paper is to investigate the effect of transformational leadership on employee’s innovative work behavior, and the mediating role of motivation to learn, and the moderating role of task complexity and innovation climate on the link between transformational leadership and innovative work behavior.Design/methodology/approachA questionnaire, designed as a self-reported survey, was distributed to full-time employees and their respective supervisors working in 35 firms (services and manufacturing sectors) in Pakistan. Data were collected from 338 employee–supervisor dyads. The hypotheses were tested using structural equation modeling.FindingsResults showed that transformational leadership had a positive impact on employees’ innovative work behavior and motivation to learn mediated transformational leadership–innovative work behavior link. The study further showed that task complexity and innovation climate moderated the relationship between transformational leadership and employees’ innovative work behavior.Research limitations/implicationsBased on the premises of interactionist perspectives on individual innovation, this study integrated multi-level variables to investigate leaders’ influences on followers’ innovative work behavior. This study contributed to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ innovative work behavior as well as the impact of both individual and organizational level variables.Practical implicationsThe close connection among transformational leadership, motivation to learn and innovative work behavior suggests that transformational leadership traits among managers are important to enhance employees’ innovative work behavior. Organizations should pay attention to creating a climate that is supportive of innovation and encourage individuals to learn new knowledge and skills, and provide employees with opportunities to use their acquired knowledge and skills.Originality/valueThis paper contributed to leadership and innovation literatures and provided insights into how the practitioners could use an appropriate leadership style to enhance innovative work behavior among employees. The study adopted a distinct model comprising five variables to investigate innovative work behavior from a multi-level perspective, i.e., motivation to learn and innovative work behavior at the individual level, task complexity at the unit level and innovation climate and leadership at the organizational level. This integrated model of using predictors from multiple levels supported the theoretical assumptions that innovative work behavior resulted from the interaction of individual, group and organizational level factors.