Abstract
Even though the effects of leadership and affective commitment on innovative work behaviours (IWBs) have been thoroughly researched, little is known about the interactive effects of these factors on IWBs. Based on data collected from 263 respondents from public and private organisations in Lesotho, the present study examines if affective commitment moderates the relationship between leadership and IWB. Drawing on literatures across management and innovation research domains, the study proposes and finds evidence that affective commitment moderates the relationship between leadership and IWB such that the relationship is stronger for affectively committed employees, while being relatively weaker for less affectively committed employees. The results also reveal that while leadership and management level have the main effects on IWB, affective commitment has no effect on IWB. Overall, the study responds to calls for examining the joint effects of person and context characteristics on IWBs. Drawing on our results, we discuss implications for theory and practice.
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