engleski

Understanding the role of leaders in stimulating employee innovative work behavior and task performance

Previous research of individual innovative work behavior (IWB) is scarce with effects of supervisor’s IWB on employee IWB and task performance. We address this gap by proposing that leader identification, employee innovative behavior and employee engagement play an important role in the relationship between supervisor’s innovative behavior and employee task performance. The study develops and tests a model of the mechanisms linking supervisor's innovative work behavior and employee task performance using a sample of 165 supervisor and employee dyads from an organization based in Croatia. Results of moderated-mediation analyses provided support for our hypotheses, demonstrating that supervisor's innovative work behavior was positively related to employee task performance, mediated by employee innovative behavior. Furthermore, leader identification was found to moderate the relationship between supervisor's innovative work behavior and employee innovative behavior. At the same time, the relationship between employee innovative behavior and task performance was moderated by their work engagement. The main limitations of our study are related to reduced generalizability due to small sample size, and the cross-sectional nature of the collected data, which requires caution when making causal inferences. However, findings of the study offer new insights for understanding the role of leaders in stimulating employee IWB and task performance.

innovative work behavior, leadership identification, work engagement, task performance

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