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When can felt accountability promote innovative work behavior? The role of transformational leadership

Che-Chun Kuo (Department of Physical Education, Tunghai University, Taichung, Taiwan) (Bachelor of Science in Senior Wellness and Sports Science, Tunghai University, Taichung, Taiwan)
Ying-Lien Ni (Department of Physical Education, Health, and Recreation, National Chiayi University, Chiayi, Taiwan)
Chia-Huei Wu (Leeds University Business School, University of Leeds, Leeds, UK)
Rong-Ruey Duh (Department of Accounting, Tunghai University, Taichung, Taiwan)
Mei-Yen Chen (Graduate Institute of Sport, Leisure, and Hospitality Management, National Taiwan Normal University, Taipei, Taiwan)
Chiachi Chang (International Business School Suzhou, Xi'an Jiaotong-Liverpool University, Suzhou, China)

Personnel Review

ISSN: 0048-3486

Article publication date: 16 July 2021

Issue publication date: 29 August 2022

1454

Abstract

Purpose

Studies have reported negative effects of felt accountability on employees' extra-role behavior. Deviating from that focus, this study proposes that leadership plays a role in shaping the implications of felt accountability for employees' extra-role behavior. We propose that under high transformational leadership, felt accountability can motivate employees to engage in task-relevant information elaboration and facilitate innovative work behavior, a form of extra-role behavior that seeks to improve the work environment.

Design/methodology/approach

We conducted a pilot study to validate measurements of felt accountability and task-relevant information elaboration in a sample of 202 employees. We then conducted the main study using a time-lagged, multisource survey design with a sample of 120 supervisor–employee pairs.

Findings

The results from the main study reveal that the association between felt accountability and task-related information elaboration is positive and stronger when transformational leadership is higher. Furthermore, task-relevant information elaboration positively predicts innovative work behavior. Finally, when transformational leadership is higher, the mediation effect of task-relevant information elaboration on the association between felt accountability and innovative work behavior is stronger.

Originality/value

Our study indicates that felt accountability can have positive implications for employees' extra-role behavior contingent on leadership styles. In contrast to previous studies that emphasize the negative implications of felt accountability on employees' behavior, our study depicts when and why felt accountability can have positive implications on employees' behavior.

Keywords

Acknowledgements

Che-Chun Kuo was supported by the Ministry of Science and Technology (MOST 109-2410-H-029-033-), Taiwan. Ying-Lien Ni was supported by the Ministry of Science and Technology (MOST 107-2410-H-415-035-), Taiwan. In addition, Mei-Yen Chen was supported by the National Science Council, Taiwan (MOST 105-2410-H-003-059-MY3) and the “Higher Education Deep Cultivation Project” of National Taiwan Normal University (NTNU), sponsored by the Ministry of Education, Taiwan.

Citation

Kuo, C.-C., Ni, Y.-L., Wu, C.-H., Duh, R.-R., Chen, M.-Y. and Chang, C. (2022), "When can felt accountability promote innovative work behavior? The role of transformational leadership", Personnel Review, Vol. 51 No. 7, pp. 1807-1822. https://doi.org/10.1108/PR-03-2021-0174

Publisher

:

Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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