The Effect of Leader-Member Exchange on Innovative Work Behavior in the Saudi Hospitality

Abdulrahman Alsughayir

doi:10.5539/ijbm.v12n6p189

Abstract

This study investigated whether a relationship exists between leader–Member exchange (LMX) and innovative work behavior (IWB) of hotel sector employees in the territory of Riyadh. LMX’s overall effect on innovative employee work behavior can be seen in the values of R2 = 0.655 and adjusted R2 =0.423. Overall, the results explain 65 percent of the variation in innovative employee behavior, which represents a satisfactory and positive result for the study and supported the study’s hypotheses. One aim of the study was to improve our understanding of the effect that LMX has on IWB among the hospitality sector in Riyadh. LMX was found to be an important antecedent of IWB, and a high level of quality of LMX between employees and supervisors will inspire employees to be increasingly innovative while working.

Highlights

Innovation has been widely accepted as being important for organizational effectiveness (Yuan & Woodman, 2010)
Most studies of the relationship between leader–Member exchange (LMX) and innovative work behavior (IWB) have confirmed that the former has a positive effect on the latter (Altunoglu & Gurel, 2015; Kheng et al, 2013) and that LMX is an important antecedent of IWB (Xerri, M., 2013, Agarwal, 2014)
The present study has sought to improve our understanding of the effect that LMX has on IWB in the hospitality sector in the Saudi capital of Riyadh

Summary

Introduction

Innovation has been widely accepted as being important for organizational effectiveness (Yuan & Woodman, 2010). It has been argued that being able to constantly innovate services, products, work processes, and technologies is crucial for private-sector organizations looking for a competitive advantage (De Jong & Den Hartog, 2010). In today’s competitive and rapidly changing environment, organizations face increasing pressure to engage in innovative behaviors in order to create and deliver new products and gain a sustainable competitive advantage. Organizations are increasingly relying on their employees to be innovative (Ramamoorthy et al, 2005). It is rare for employees to be formally asked to innovate. It is unusual that employees will be rewarded, either directly or explicitly, for behaving in an innovative manner (George & Brief, 1992; Katz, 1964)

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