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Exploitative leadership significantly impacts employees' attitude and behavior, underscoring the need to explore its effects on employee innovation. In this study we analyzed responses to a survey of 378 employees in China using Mplus 8.0. The results showed that exploitative leadership was negatively related to employees' innovative behavior, with knowledge hiding and selfefficacy acting as mediators of this relationship. In addition, the sense of personal traditionality moderated the relationship between exploitative leadership and employees' innovative behavior. These findings offer valuable implications for enhancing organizational practices and fostering a more innovative workplace environment.

I applied affective events theory to explore the multilevel influence of destructive leadership on the innovative behavior of millennial generation employees. Participants were 223 employees from 32 work groups at 3 companies in mainland China. Results showed that both actual group destructive leadership and destructive leadership as perceived by the millennial employees, had a negative influence on innovative behavior via the mediation of employees' individual affective responses. In addition, the multilevel negative influence of actual group destructive leadership on the millennial employees' innovative behavior was mediated by group affective tone. In this study, I revealed the multilevel value of affective events in the relationship between destructive leadership and millennial employees' innovative behavior, and offered insight into how to control the negative effects of destructive leaders and inspire innovative behavior in millennial employees.

The change management process in government institutions includes many challenges that require identifying the factors that may facilitate such a process. This study aims to examine the mediating impact of knowledge sharing (KS) on the relationship between employees' innovative work behavior (EIWB) and change management phases in governmental institutions, based on Lewin's model. The data were collected from 300 employees working in governmental institutions in Saudi Arabia using a structured survey questionnaire method. Structural equation modeling (SEM-PLS) with bootstrap procedures was used to test the research hypotheses. The results of the study demonstrated that KS has a significant mediating impact on the relationship between EIWB and the stages of change management (unfreezing, change process, and refreezing). Additionally, KS had greater mediating effects on the unfreezing and refreezing phases than on the change process phase. These results indicate the importance of promoting EIWB and encouraging a knowledge sharing culture for the successful implementation of change programs in governmental institutions.

Purpose Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences individual employee innovative behavior remains theoretically and conceptually underspecified. Taking a knowledge management perspective, this study aims to investigate the role of team-level knowledge sharing and leadership in transforming team reflexivity into innovative behavior at the individual level. Design/methodology/approach The paper follows a multilevel study design to collect data (n = 441) from 91 teams in 48 knowledge-based organizations. The paper tests our multilevel model using multinomial logistic techniques. Findings The overall results confirm that knowledge sharing in teams mediates the influence of team reflexivity on individual employee innovative behavior, and that leadership plays an important role in moderating these influences. Specifically, authoritarian leadership is found to attenuate the team reflexivity and knowledge sharing effect, whereas benevolent leadership is found to amplify this indirect effect. Originality/value The multilevel study design that explains how team-level processes translate into innovative behavior at the individual employee level is novel. Relatedly, our use of a multilevel analytical framework is also original.

In this study, we examined the associations of the high-performance work system (HPWS) with employee innovative behavior, and tested a theoretical model in which these associations were mediated by employee voice (promotive and prohibitive voice) and moderated by psychological safety. Matched data were collected from 46 HR (Human Resource) managers and 374 full-time employees from 46 companies in China with multi-source and time-lagged techniques. We found that the HPWS is associated with employee behavior. Both the promotive voice and prohibitive voice partially mediate the relationship between HPWS and employee innovative behavior. Psychological safety moderates the relationship between HPWS and the promotive voice. However, psychological safety does not moderate the relationship between HPWS and the prohibitive voice. Furthermore, psychological safety moderates the mediation effect of the promotive voice between HPWS and employee innovative behavior. We discuss the theoretical and practical implications of these findings.

Employees are the core asset of every company. Employees’ innovative behavior (EIB) helps to improve the performance of enterprises. High-quality leadership is one of the key factors to promote employee innovation. As companies pay more attention to innovation, the attention to EIB continues to increase. In the process of employee innovation, the leadership style of the company’s senior managers plays an important role. This is mostly so in ambidextrous leadership (AL) enveronment where paradox and contradictory thinking needs to be explored on EIB. Based on the theories of innovation and leadership, this paper explored the impact of AL on EIB and its mechanisms. We analyzed data on 478 staff working in industrial enterprises in China.The empirical results revealed a positive correlation between AL and EIB and the role of creative self-efficacy (CS) and cognitive flexibility (CF). The analysis of the mediating effect of multi-level regulation shows that: firstly, CS acts as an intermediary between AL and employee’s incremental innovation (EII) and employee’s radical innovation (ERI); secondly, CF positively adjusts the relationship between AL an d CS. Lastly, AL indirectly affects EII and ERI through CS, and this positive indirect relationship is more pronounced when CF is higher. The observations of the study provide a new perspective for leaders to break the traditional single behavior path and adopt dynamic complementary AL behavior to improve the level of employee innovation. Again, these insightful revelations have important practical significance for enterprise innovation management to adopt the appropriate remedial measures that will strengthen and deepen employee’s innovative behavior for optimal gains. This study helps to deepen the understanding of the influence mechanism of EIB, improves innovation efficiency literature and promotes the healthy development of enterprises.

PurposeDrawing motivation from Lawrence Bossidy's quote and leaning on the conservation of resources (COR) theory, in this study, the authors aim to investigate the role of high-performance work practices (HPWPs) and psychological capital (H.E.R.O) in employee innovative work behavior (EIB).Design/methodology/approachThe study is banked on a hypothetico-deductive approach. The relationships were measured by gathering data from 375 frontline service employees through structural equation modeling.FindingsThe study results indicate a positive impact of HPWPs on EIB. Moreover, the association between HPWPs-EIB is mediated by psychological capital (PsyCap).Research limitations/implicationsThe current study contributed to the innovation research stream by determining driving forces that encourage employees to exhibit innovative work behaviors.Originality/valueEmployee innovative behavior has become imperative for organizational survival and success in an ever-changing global business environment. Owing to this organizational significance, employee innovative behavior continues to gain burgeoning research attention. Despite the rising scholarly interest in studying employee innovative behavior, there is a dearth of knowledge about how innovation can be fostered at the individual level, particularly among frontline service employees. Hence, to bridge this research gap, the present study intends to analyze the influence of high-performance work practices on employee innovative work behavior, mediated by psychological capital.

PurposeThe purpose of this research is to examine the relationship between exploitative leadership and employee innovative behavior and explore the mediating role of relational attachment and the moderating role of high-performance work systems (HPWSs).Design/methodology/approachThis research collected data from 374 employees and their direct supervisors in 75 teams and tested a cross-level moderated mediation model using multilevel path analysis.FindingsThe results suggest that (1) exploitative leadership has a negative impact on employee innovative behavior; (2) relational attachment mediates the relationship between exploitative leadership and employee innovative behavior; (3) HPWS positively moderates the relationship between exploitative leadership and relational attachment and (4) HPWS moderates the mediating mechanism from exploitative leadership to employee innovative behavior.Practical implicationsThe empirical findings suggest that organizations should make efforts to prevent exploitative leadership. Moreover, managers should pay attention to the important role of relational attachment in promoting employee innovative behavior and realize the role of HPWSs in facilitating the negative effects of exploitative leadership.Originality/valueThis research identifies relational attachment as a key mediator that links exploitative leadership to innovative behavior and reveals the role of HPWSs in strengthening the negative effects of exploitative leadership on employee innovative behavior.

Drawing on self-determination theory and job characteristics theory, this study proposed a theoretical hypothesis model to explore the mediating and moderating mechanisms of empowering leadership on employee innovative behavior (EIB) by introducing meaningful work as mediating variable and job complexity as moderating variable. By collecting two-wave time lagged data ( N  = 272) with an interval of three months from 6 private enterprises in China, this study conducted hierarchical regression analysis, structural equation model analysis and bootstrap analysis to test the hypothetical model. The results revealed that empowering leadership positively impacted EIB both directly and indirectly via meaningful work. Moreover, job complexity positively moderated not only the association between empowering leadership and EIB, but also the association between meaningful work and EIB. This study offers the academia with a new perspective to explain the association between empowering leadership and EIB.

PurposeThe purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms.Design/methodology/approachA quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 726 knowledge employees in 121 firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the hypotheses.FindingsIn the studied firms, servant leadership has a significant effect on employee innovative behavior. Moreover, the findings of this study show that firms that enhance their employees’ innovative behavior have higher knowledge employee performance.Research limitations/implicationsThe study was conducted in knowledge-based firms in Iran. Therefore, our conclusions may not be applicable to other countries. Future studies should be carried out with samples from other contexts.Practical implicationsWe found that servant leadership is conducive to employee innovative behaviors, and this effect leads to high knowledge employee performance. Accordingly, knowledge-based firms’ leaders should encourage employees’ innovative behavior through stimulating employee thriving at work, supporting employees’ development and empowering them with decision-making discretion.Originality/valueThis study contributes to advance research on servant leadership literature by linking servant leadership to knowledge employee performance in knowledge-based firms through employee innovative behavior as a mediator.