Transformational leadership and innovative work behavior: The role of identification, voice and innovation climate

Abstract

Researchers and businesses are becoming more interested in encouraging employees to engage in innovative work behavior in a highly competitive environment. The current study explores the underlying mechanisms and boundary conditions that explain the association between transformational leadership and innovative work behavior of frontline employees, based on the social exchange theory (SET) and conservation of resource theory (COR theory). Data was collected from frontline employees and managers working in 145 hotels in four provinces along China’s southeast coast (Jiangsu, Zhejiang, Fujian, and Guangdong). The results indicated that (1) transformational leadership had a positive impact on innovative work behavior, (2) organizational identification/employee voice mediated the relationship between transformational leadership and innovative work behavior, and (3) the indirect effect of transformational leadership on innovative work behavior (via organizational identification/employee voice) was stronger when the employee worked in a more innovation climate. This study provides hotel management insights regarding why and under what conditions employees behave as they do.