Support for innovation and individual innovation readiness as mediators between transformational leadership and innovative work behaviour: An empirical study within Singaporean service organizations

Published on Jun 19, 2019
Amy Tan Bee Choo , Desirée Hermina van Dun4
Estimated H-index: 4
Celeste P.M. Wilderom28
Estimated H-index: 28
Changes in the world’s economic landscape is forcing companies, especially those in the service industry, to stay relevant by introducing innovative service options and solutions. Employee innovative behavior has become an important condition for these businesses to succeed in this dynamic environment. While transformational leadership is often seen to induce innovative work behavior in employees, little is known about the psychological mechanisms through which this effect occurs. Our research conceptualizes the mediating effect of perceived support for innovation and individual innovation readiness in a series: between transformational leadership and actual innovative work behavior. We use the responses of 428 employees from six service organizations in Singapore to test our three-path mediation model. As hypothesized, the data supported the three-path mediation model. The results reveal a partial mediating role of support for innovation and a fully mediating role of individual innovation readiness. This finding is useful for designing and implementing effective human resource and organizational development interventions, with the objective of facilitating innovation in workforce within the service-type contexts.
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