Abstract
Previous studies have shown that enhancing employees’ innovative behavior can facilitate organizations’ sustainable competitiveness. This study investigated the relationship between authentic leadership and employees’ innovative behavior in Korean manufacturing and service companies. Moreover, the study examined the complex processes and conditions underlying this relationship. The results indicated that authentic leadership was significantly related to employees’ innovative behavior and that leader–member exchange mediated the relationship between authentic leadership and employees’ innovative behavior. Additionally, organizational learning culture moderated the relationship between leader–member exchange and employees’ innovative behavior. Finally, organizational learning culture moderated the mediating effect of authentic leadership on innovative behavior via leader–member exchange. We discuss the theoretical and practical implications of these findings as well as the study’s limitations for future research directions.
Highlights
Organizational sustainability and continuous growth in today’s business environment strongly depend on employee innovation behavior [1]
The results indicate that the mediating role of leader–member exchange (LMX) was significant(indirect effect = 0.3480, We proposed the moderating role of organizational learning culture (OLC) between LMX and employe
Our study investigated the link between authentic leadership and employees’ innovative behavior, the mediating role of LMX in this relationship, and the moderating role of OLC in the relationship between LMX and innovative behavior among Korean individuals
Summary
Organizational sustainability and continuous growth in today’s business environment strongly depend on employee innovation behavior [1] In this context, prior studies have found that employees’ innovation behavior is strongly influenced by flexible leadership and an open-ended, creative culture [2,3,4,5]. To induce positive employee behavior and improve organizational performance, leadership studies have paid increasing attention to organizations’ purpose, values, and employee integrity, which can enhance employees’ innovation behavior [8]. At this critical juncture, organizations need leadership styles comprising flexibility, open-mindedness, and authenticity to positively impact employee relations and behavior [7]. Avolio and Gardner [10] have proposed that authentic leadership includes self-awareness, self-regulation, and positive modeling, all of which positively influence employees’ innovative performance
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