OVERQUALIFICATION AND INNOVATIVE WORK BEHAVIOURS: THE ROLE OF ENTREPRENEURIAL LEADERSHIP

Several previous studies have tested the relationship between leadership type and innovative work behavior. However, there have been only a few empirical studies examining the mediating role of creative self-efficacy on the relationship between entrepreneurial leadership and innovative work behavior. This study was conducted to fill this gap to understand the relationship between entrepreneurial leadership and innovative work behavior and the role of creative self-efficacy as a mediating variable for the relationship between entrepreneurial leadership and innovative work behavior. Data were collected using a questionnaire distributed to 190 employees of the Astra Honda Authorized Service Station (AHASS) and analyzed using Structural equation modeling with SmartPLS software. The results indicate that entrepreneurial leadership increases the innovative work behavior of employees. Besides, entrepreneurial leadership increases creative self-efficacy and leads to increased employee innovative work behavior. This study contributes to the development of the literature by providing empirical evidence on the relationship between entrepreneurial leadership and innovative work behavior and the role of creative self-efficacy in innovative behavior. This study confirms Social Cognitive Theory (SCT) that a person's self-efficacy will generate creative ideas in the workplace and produce innovative work. The practical implication is that leaders must provide greater opportunities for employees to develop creative ideas in the workplace to achieve an increase in innovative work behavior.

PurposeBased on social cognitive theory, the present study aimed to explore the impact of entrepreneurial leadership on employees’ innovative work behavior through the moderating path of entrepreneurial self-efficacy in technology-based SMEs. The study also explains the mechanism through which a firm’s innovative environment mediates the relationship between entrepreneurial leadership and employees’ innovative work behavior.MethodsTo pursue the objectives, this study has used data from a sample of 350 supervisor–subordinate dyads working in cross sectional small and medium enterprises (SMEs) operating in the Jiangsu province of China. Based on social cognitive theory and specific continuum of self-efficacy theory, a conceptual model was developed and the hypotheses were tested with the help of SPSS 20.FindingsEmpirical findings recommend a significant positive effect of entrepreneurial leadership on employees’ innovative work behavior. The study suggested that firm’s innovative environment mediates the relationship between entrepreneurial leadership and the employees’ innovative behavior. The results also confirmed that entrepreneurial self-efficacy exerts a positive moderating effect on the association of entrepreneurial leadership and employees’ innovative behavior.ConclusionFindings of the present research work have several implications for the management and policymakers of high-tech SMEs who want to augment their employees’ innovative behavior in order to compete in a highly competitive and challenging business environment. To the best of authors’ knowledge, this work is the first attempt that presents an empirically supported comprehensive model for the development of employees’ innovative behavior within entrepreneurial-based high-tech SMEs. It contributes to literature by examining the mediation and moderation process for the development of employees’ innovative behavior.

Background Health care organizations that need to be competitive should pay attention to the creation of constructive work design and support effective entrepreneurial leadership to enhance staff nurses’ ability to face challenges in their work environment and develop their innovative behavior and performance. Aim The current study research was carried out to assess work design, entrepreneurial leadership, and innovative work behavior as perceived by staff nurses. Setting This study was done at New Kasr AL-Aini Teaching Hospital, affiliated to Cairo University. Research design This study had a descriptive correlation design. Sample At the time of data collection, a convenience sample of 200 staff nurses who volunteered to participate in the study was included. Tools Data were collected using three tools as follows: (a) job design questionnaire, (b) entrepreneurial leadership questionnaire, and (c) innovative work behavior questionnaire. Results The study results revealed that the total mean percentages for job design, entrepreneurial leadership, and innovative work behaviors were 74.20, 75.25, and 73.87%, respectively. There was no statistically significant correlation between the total perception of staff nurses’ job design and their total perception of entrepreneurial leadership and innovative work behaviors (r=0.08, P=023 and r=0.02, P=0.84, respectively). Only a statistically significant relation (r=0.85 and P=0.00) existed between staff nurses’ overall perceptions of entrepreneurial leadership and innovative work behaviors. Conclusion: data of the present study concluded that there was no statistically significant correlation between total perception of staff nurses’ job design and their total perception of entrepreneur leadership and innovative work behaviors. However, only a statistically significant relationship was found between overall perceptions of entrepreneurial leadership and innovative work behaviors among staff nurses. Recommendations Hospital administrators should ensure that the staff job designs are well designed to increase staff innovative behaviors. Support the adoption of entrepreneurial leadership to achieve the organization’s objectives. Educational programs for nurses’ innovative development should be planned by hospital management. Nurse leaders must realize their critical role in designing procedures that allow nurses to think more creatively and generate new ideas.

The purpose of this study was to examine the influence of entrepreneurial leadership on nurses' innovation work behavior and its dimensions. This cross-sectional study employed the 10-item Innovation Work Behavior Questionnaire and the 8-item Entrepreneurial Leadership Questionnaire to explore the impact of entrepreneurial leadership on the innovation work behavior of 273 nurses from public and private hospitals in Iran. Entrepreneurial leadership had a significant positive impact on nurses' innovation work behavior and most strongly improved idea exploration, followed by idea generation, idea implementation, and idea championing. Entrepreneurial leadership was effective in enhancing nurses' innovation work behavior. More attention needs to be focused on developing entrepreneurial leadership competencies and on developing nurse leaders. Healthcare policies and strategies are needed to facilitate the implementation of entrepreneurial leadership by providing healthcare leaders with the appropriate environment.

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.

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 Building on social cognitive theory and self-determination theory, this study aims to discern the innovative work behaviors of organizational employees as the process by which they generate, develop and implement new and valuable ideas, practices, products or procedures shaped by entrepreneurial leadership by reinforcing intrinsic motivation and creative self-efficacy under the boundary condition of a firm’s innovative climate. Design/methodology/approach This study used partial least squares-based structural equation modeling on a sample of 203 employees of small and medium-sized enterprises operating in Saudi Arabia. Findings This study found that entrepreneurial leadership improves employees’ innovative work behavior by successively enhancing their intrinsic motivation and creative self-efficacy. Furthermore, the analysis confirmed that a firm’s innovative climate significantly moderates the strength of the indirect mediation effect between entrepreneurial leadership and employees’ innovative work behavior through sequential mediation. Practical implications The findings of this study yield substantial theoretical and practical implications resulting from a fine-grained understanding of the instrumentality of entrepreneurial leadership in fostering employees’ innovative work behavior. Effectively orchestrating these psychological mechanisms could enable entrepreneurial leaders to alleviate their behaviors. Originality/value This is an original study that outlines the importance of aligning entrepreneurial leadership and an innovative climate to shape intrinsic motivation and creative self-efficacy in employees’ innovative work behavior. It demonstrates how entrepreneurial leadership enhances innovative work behavior through the sequential mediation of intrinsic motivation and creative self-efficacy under the boundary condition of an innovative climate.

Little is known about the relationship between of the level of fulfillment of the IT professional’s psychological contract and their innovative work and organizational citizenship behaviors. Using psychological contract and social information processing theories, this study proposes to answer the research question: What is the relationship between the level of fulfillment of the IT professionals’ psychological contract and their organizational citizenship and innovative work behaviors? Survey data were collected from 209 IT professionals using group-administered paper and on-line 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.a

Due to the increased competition in today’s business world and industrial revolution 4.0, many small and medium enterprises (SMEs) undergo swift and vigorous changes. For this reason, SMEs were expected to pay their attention to innovative work behaviors (IWB) to ensure survival in the competitive world. This research evaluates the effect of entrepreneurial leadership (EL) dimensions (including communicative, motivational, strategic, and personal) on innovative work behavior (IWB) of people employed in SMEs of Oman. Moreover, mediating role of innovation support (IS) is examined on the relationship of entrepreneurial leadership (EL) and innovative work behavior (IWB). Data were collected through personally administered survey questionnaires from the population of SME sector employees and managers in Oman. A total of 211 usable responses were collected and then further analyzed through SmartPLS 3.3.3 (PLS-SEM) software while a two-stage reflective-formative analysis of higher-order and lower-order constructs was conducted. The results exhibit that entrepreneurial leadership and innovation support have a significant positive impact on innovative work behavior (IWB). Additionally, a mediating role of innovation support was also confirmed on the relationship between EL and IWB. All four dimensions of entrepreneurial leadership (EL) were reported with a substantial direct and indicted effect on innovative work behavior (IWB) of people employed in SME sector in Oman. This is a pioneer study in Oman that examined the influence of entrepreneurial leadership (EL) dimensions on innovative work behavior (IWB) and mediating role of innovation support using a reflective-formative higher order analysis. Finally, practical and theoretical implications along with future research directions were suggested at the end of this research.

Purpose: This paper seeks to address the moderating effect of leader-member exchange on the link between employee empowerment and innovative work behavior. Design/Methodology: The study draws on the causal-comparative research design, and employs paper-based self-administered questionnaires to gather data from a sample of 470 employees drawn from manufacturing firms in Kenya. This sample is part of a population of 9915 employees and has been narrowed down using Yamane’s formula. The study employs stratified and simple random sampling techniques to constitute the required sample of employees. Findings: The results indicate that employee empowerment and Leader-Member Exchange positively and significantly affect innovative work behavior. The results further reveal that Leader-member exchange significantly moderates the link between employee empowerment and innovative work behavior. Practical Implication: The findings of this study provide an avenue through which managers of manufacturing firms can identify constructs that best explain innovative work behavior, especially during challenging times such as this time of Covid 19 pandemic. The results of this study provides managers with opportunities to come up with techniques, policies and strategies to improve relationship between employees and their supervisors for purposes of improved productivity, employee loyalty and reduced conflicts. Originality/Value: The study makes a novel attempt to show the moderating influence of leader–member exchange in the context of employee empowerment and innovative work behavior in manufacturing firms in Kenya. Moreover, the study underscores the importance of leader-member exchange in employees’ innovative behavior, which is vital knowledge in tough times like the current uncertainty caused by the covid-19 pandemic.

PurposeThe crucial importance of innovation leadership for high technology small and medium-size enterprises (SMEs) has been suggested in the literature. However, few studies empirically examined the impact of leadership style on innovation work behavior (IWB) of employees in the context of SMEs. Furthermore, our knowledge is limited about how leaders of high technology SMEs influence the IWB of their employees. The present study explores the effect of entrepreneurial leadership on IWB of employees and introduces creative self-efficacy and support for innovation as the mechanisms through which the leaders encourage their employees' IWB in information and communications technology (ICT) SMEs in Iran.Design/methodology/approachThe sample was selected from high technology ICT SMEs using the simple random sampling method and included 175 CEOs and owner-managers of the businesses. We used validated questionnaires to test the hypothesized relationships between entrepreneurial leadership, IWB, creative self-efficacy and support for innovation.FindingsThe findings show that entrepreneurial leadership has a significant and positive impact on IWB of employees in ICT SMEs. Furthermore, employees’ creative self-efficacy and leaders’ support for innovation mediate the relationship between entrepreneurial leadership and IWB. Implications of the results and suggestions for developing IWB among the employees of high technology SMEs are suggested.Originality/valueThe study makes important contributions to both entrepreneurial leadership and the innovation behavior literature and theory development specifically in high technology SMEs in the transitioning economy of Iran. The findings also contribute to the existing empirical studies on how entrepreneurial leadership affects IWB of employees by examining the mediating role of creative self-efficacy and support for innovation and in the settings of ICT high technology SMEs.

Objective: This study delves into the influence of Entrepreneurial Leadership (EL) and Creative Self-Efficacy (CSE) on Innovative Work Behavior (IWB) among employees in organizations. Moreover, the study examines the mediating effect of CSE in the connection between EL and IWB. Theoretical Framework: The study emphasizes how EL boosts IWB through enhancing CSE, fostering a culture of creativity and entrepreneurship. CSE acts as a mediator in translating EL's influence on IWB, highlighting the crucial role of leadership support and belief in driving innovation for organizational success. Method: Research questionnaires were distributed to marketing employees via Google Forms, and Structural Equation Modeling (SEM) was employed to test hypotheses regarding the influence of independent variables on mediation and dependent variables. Results and Discussion: The model's fit shows a mixed result, with some measures acceptable and others indicating issues. EL does not directly impact IWB but significantly enhances CSE, which then affects IWB. EL influences IWB indirectly through CSE, supporting Sarwoko (2020) and Mehmood et al. (2020) findings that EL boosts employees' creativity confidence, improving CSE. Research Implications: This research emphasizes the crucial role of EL in promoting an IWB through improving employees' CSE. It emphasizes the significance of leadership development in marketing organizations to enhance employees' confidence and creativity, indicating that EL, through CSE, can greatly impact innovation. Originality/Value: This study provides new empirical evidence on how EL affects IWB among marketing employees in the Solo Raya region, focusing on the mediating role of CSE.

STEM education is crucial in the digital intelligence era, imposing new demands and challenges on teachers. However, there is limited focus on the job stress and innovative work behaviour of STEM teachers, particularly on how job stressors influence their innovative behaviour. This study, from the perspective of school organisational administrators, based on the JDCS Model and social learning theory, surveyed 849 primary and secondary school STEM teachers across 11 provinces in China using scales for Job Stress, Creative Self-Efficacy, Creative Motivation, and Teachers’ Innovative Work Behaviour. Results indicated that job demand positively influences innovative work behaviour directly and indirectly through creative motivation and the serial mediation of creative self-efficacy and creative motivation, contributing 38.4%. Job control also positively influences innovative work behaviour indirectly via creative self-efficacy and the serial mediation of creative self-efficacy and creative motivation, contributing 32.2%. Similarly, job support impacts innovative work behaviour indirectly through creative self-efficacy and its serial mediation with creative motivation, contributing 21.9%. Collectively, job demand, control, and support affect STEM teachers’ job stress. It is recommended that school administrators balance job demand and support, adjust job control, and provide targeted support to enhance teachers’ creative self-efficacy and motivation, fostering innovative work behaviour.

Purpose The purpose of this study is to investigate how ethical leadership impacts employees’ innovative work behavior among public employees through the mediating role of group cohesiveness. This work further offers deeper insight into the moderating mechanism of openness to experience in the relationship between ethical leadership and employees’ innovative work behavior. Design/methodology/approach Three time-lagged sets of data (n = 532) were collected among Vietnamese public employees. The partial least squares – structural equation modeling method was applied to test the research hypotheses. Findings Ethical leadership positively relates to employees’ innovative work behavior. Furthermore, group cohesiveness plays a mediating role in the link between ethical leadership and employees’ innovative work behavior. The moderating impact of openness to experience between ethical leadership and employees’ innovative work behavior is supported. Originality/value This inquiry is probably the first attempt to explore the mechanism linking ethical leadership and employees’ innovative work behavior through the mediator of group cohesiveness. Additionally, this study extends the current knowledge by investigating the moderating role of openness to experience in ethical leadership and employees’ innovative work behavior nexus.

Purpose: He motive of this look at become to investigate the impact of human capital on innovation paintings conduct, the impact of transformational management on innovation paintings conduct, and examine the position of transformational management to boom the impact of human capital on innovation paintings conduct for academics of personal universities in Surabaya. Theoretical Framework: Innovation behavior and its implementation for all members of the organization are needed by all types of organizations including universities. Along with the rapid rate of environmental change and the increasing intensity of global market competition, individual level innovation and organizational level innovation are needed as the main source of competitive advantage. Method : Research data was collected by distributing questionnaires to 96 lecturers with the position of Head of Department at Private Higher Education in Surabaya. Data evaluation changed into accomplished the use of the Structural Equation Model-Partial Least Square (SEM-PLS). Results and conclusion: The effects of the look at show that 1)human capital influences innovation work behavior, 2) transformational leadership influences innovation work behavior, 3) transformational leadership increases the magnitude of human capital's influence on innovation work behavior for lecturers of private tertiary institutions in Surabaya. Research and implications: With good human capital, lecturers have an analytical thinking pattern and are able to solve complex problems. In the field of pursuit, lecturers are able to design up-to-date learning models, learning materials that are in accordance with scientific developments, develop research roadmaps, and service models that are in accordance with community needs. Under these conditions, lecturers have a major contribution in improving the performance of higher education institutions. Originality/value: A positive coefficient value indicates that when the transformation of leadership is felt by high-level lecturers, they will be inspired and stimulated to look for new, more innovative ways to do and complete their work.