The Effect of Paternalistic Leadership on Employee Innovative Behavior in Indonesian Startup Companies: The Mediating Role of Psychological Empowerment (original) (raw)
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Paternalistic Leadership and Innovative Behavior: Psychological Empowerment as a Mediator
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Innovative behavior is considered a critical and essential factor for companies in the world of work. This study aims to determine the extent to which psychological empowerment influences the innovative behavior of employees working in pharmaceutical companies, with transformational leadership and transactional leadership as moderators. The research subjects were 115 employees from various pharmaceutical companies across ten cities in Indonesia. Innovative behavioral scales, psychological empowerment scales, transformational leadership scales, and transactional leadership scales were used to collect the data. Subgroup analysis and moderated regression analysis were used to analyze the data. The results show that transformational leadership has a higher score compared to transactional leadership. This result indicates that the hypothesis is accepted. Namely, that psychological empowerment is related to innovative behavior. Specifically, the correlation between variables showed that t...
Proceedings of the 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020), 2021
Studies have suggested that the most common factor forming an employee's innovative behavior is leadership style. However, studies examining leadership styles' influence on employee's innovative behavior in diverse cultural contexts are rarely discussed. Paternalistic leadership is believed to be the most effective leadership style applied in countries with a collectivist culture like Indonesia. Nonetheless, studies from Western culture criticized Paternalistic Leadership as a form of dictatorship wrapped in kindness. Studies from Asian countries have also denied this by suggesting that this leadership style positively impacts employee's innovative behavior. This study aims to examine the role of Paternalistic Leadership on Innovative Behavior in Indonesia's digital-based companies. Research data taken from 332 people who work in digital-based companies in Indonesia, data analysis was performed using Linear Regression and General Linear Model (GLM). The results of the study indicate that Paternalistic Leadership has a significant impact on Employee Innovative Behavior.
The Moderation Role of Psychological Empowerment on Innovative Work Behaviour
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Innovative work behavior is important to produce effectiveness in organizations and to survive in a challenging environment. Transformational leadership and transactional leadership are leadership styles that are considered effective in fostering and increasing employees' innovative work behavior. This is also supported by employee psychological empowerment in influencing innovative work behavior. The purpose of this study is to determine the moderating role of psychological empowerment in the transformational and transactional leadership relationship to innovative work behavior. This research was conducted on 53 permanent employees in the news, production and programming department of JTV Surabaya. The results of this study were analyzed using Partial Least Squares (PLS) to determine the relationship between variables.
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The Impact of Paternalistic Leadership on Innovative Work Behavior. A Test of Mediation Model
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Leadership is a paramount factor in enhancing employee innovation and creativity. This study aims to test the impact of paternalistic leadership (PL) on employees’ innovative work behavior (IWB) and to check the mediating role of employee Psychological Safety (PS). Using positivistic philosophy and a deductive approach, this study has employed a convenience sampling technique to collect data through questionnaires from 317 employees working in the Textile and IT industries. Partial Least Square Structural equation modeling (PLS-SEM) is used to analyze the data. Findings suggest that psychological safety was positively related to innovative work behavior and psychological safety mediated this link. This study is among very few studies that have tested the paternalistic leadership style in the innovative context of Pakistan. A major contribution for practitioners is to know that paternalistic leadership will enhance employee innovative work behavior through psychological safety. Moreo...
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Businesses, especially those in urban areas, rely on innovation as the crucible of growth. Businesses must adapt to current and future conditions of their markets, consumers, and the demands of globalization. Therefore, innovation is central to a business’ success. We argue that psychological empowerment indirectly influences the relationship between transformational leadership and innovative work behavior. A transformational leader spurs their employees’ capability and efficacy. As a result, employees feel valued by the company, which encourages them to be innovative in the workplace. Thus, the employee can be innovative, without fearing the reprimand of superiors. This research surveyed 292 employees from different organization types (e.g., private sector, public sector, and nongovernmental organizations) in urban areas. The results of the study’s mediation analysis demonstrate that innovative work behavior is the outcome of the psychological empowerment from transformational lead...
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This research aims to examine the impact of transformational leadership on innovative behavior of employees within the organization. It draws on conservation of resources theory and examines when and how transformational leadership style relates to innovative behavior of employees. The study proposes a sequential mediation effect of psychological empowerment and proactivity of employees that predicts innovative behavior among employees. The data of 230 employees is collected from large public sector organizations, from employees and their managers by utilizing three-wave time lagged study design. The results of the study were obtained using PROCESS macro by Hayes via 2000 resample bias corrected (BC) bootstrap method. The findings not only validate the applicability of psychological empowerment and proactivity for innovative behavior but also found these as mediators between transformational leadership and innovative behavior relationship. Theoretical and practical implications are ...
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The study is an endeavor to analyze the relationship between transformational leadership (TFL) and innovative work behavior (IWB) of bank employees in commercial banks of Bangladesh. This paper examines whether psychological empowerment influences the above causal relationship. Data from 372 bank employees were analyzed using Structural Equation Modeling and Partial Least Squares (SMART PLS). Our key findings suggest that there is a significant positive relationship between TFL and IWB. The results also indicate the employees who are highly psychologically empowered, like to work under TFL and this shows that when the level of psychological empowerment of employees is high, TFL impact IWB positively. From the leadership perspective, our findings suggest that the role of psychological empowerment in the relationship between TFL and IWB should not be underestimated by the leaders or the managers of the commercial banks.
In creating innovation requires innovative work behavior both from individuals, groups, and organizations. The creation of innovation is a must for both private and public organization. This paper seeks to propose a research program on the determinants of innovative work behavior. Innovative work behavior can be influenced by empowering leadership and psychological capital. This paper integrated those factors and used as a frame for the research program, going beyond the limitation of current innovative work behavior inquiry. After having presented hypotheses, the empirical research results can be used as collective analysis to elevate employee innovative work behavior.