ORCID Profile
0000-0002-6725-7885
Current Organisation
University of Tasmania
Does something not look right? The information on this page has been harvested from data sources that may not be up to date. We continue to work with information providers to improve coverage and quality. To report an issue, use the Feedback Form.
Publisher: Elsevier BV
Date: 06-2022
Publisher: Academic Journals
Date: 14-08-2015
Publisher: Sciedu Press
Date: 13-12-2014
DOI: 10.5430/BMR.V4N1P25
Publisher: Emerald
Date: 10-06-2019
DOI: 10.1108/LODJ-10-2018-0358
Abstract: The purpose of this paper is to examine simultaneously multiple mediating mechanisms through which transformational leadership affects innovative work behaviour (IWB). Specifically, the authors test job autonomy, affective commitment and supportive management as the three mediating paths through which transformational leadership predicts innovative wok behaviour. Data were collected from 358 employees working in large retail banks in Accra, the capital of Ghana. A partial least squares structural equation modelling technique was used to estimate the measurement and structural models. Job autonomy and supportive management rather than affective commitment mediated the relationship between transformational leadership and IWB. In addition, transformational leadership positively relates to job autonomy, affective commitment, supportive management and IWB. By adopting leadership behaviours that seek to offer employees freedom on the job, a feeling of attachment to the organisation and positive perception of leadership support, managers and HR professionals can potentially foster employee innovation. This could stimulate organisational innovation and business success in the financial sector. Although it is important to understand the mechanisms or processes through which transformational leadership behaviour promotes IWB, research in this area is scanty and scarce. This study theorises and empirically examines job autonomy and support management as novel mechanisms through which transformational leadership behaviour translates into workers’ innovative behaviour in formal banking institutions.
Publisher: Elsevier BV
Date: 07-2023
Publisher: Human Resources Management Academic Research Society (HRMARS)
Date: 27-01-2015
Publisher: Academic Journals
Date: 28-07-2015
Publisher: Sciedu Press
Date: 06-07-2015
DOI: 10.5430/IJBA.V6N4P19
Publisher: Springer Science and Business Media LLC
Date: 18-03-2022
Publisher: Human Resources Management Academic Research Society (HRMARS)
Date: 17-12-2014
Publisher: Academy of Management
Date: 08-2022
Publisher: Emerald
Date: 13-08-2019
Abstract: The purpose of this paper is to enable management decisions to develop innovation within an organisation by examining the relationship between job embeddedness (JE) and innovative work behaviour (IWB) while also considering the moderating effect of life satisfaction upon this relationship. Data were collected from 213 employees of small- and medium-sized organisations in Thailand. Confirmatory factor analysis was conducted to assess the reliability of the measures and validity of the constructs. Multiple regression and PROCESS Macro techniques were used to test the direct and moderation effects. The two components of JE, organisational and community embeddedness, were found to positively predict IWB. Additionally, life satisfaction was found to moderate the relationship between organisational embeddedness and IWB, but not the relationship between community embeddedness and IWB. At low levels of life satisfaction, the JE and IWB relationship was non-existent. Organisations can potentially foster employee innovation by adopting strategies that seek to strengthen employee embeddedness in the organisation and in their community. Studies on the effect of JE on IWB, particularly in small and medium enterprises and the influence of life satisfaction is sparse. This study redresses this imbalance in the knowledge base.
No related grants have been discovered for Albert Amankwaa.