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Open Access
Article
Publication date: 6 May 2020

Barbara Rebecca Mutonyi, Terje Slåtten and Gudbrand Lien

This study clarifies the factors that foster individual innovative behaviour in the public sector by examining the effects and roles of empowering leadership, work group…

12317

Abstract

Purpose

This study clarifies the factors that foster individual innovative behaviour in the public sector by examining the effects and roles of empowering leadership, work group cohesiveness and individual learning orientation. This study also explores the direct effect of empowering leadership on work group cohesiveness and individual learning orientation, the influence of work group cohesiveness on individual learning orientation and the mediating roles of work group cohesiveness and individual learning orientation.

Design/methodology/approach

Data were collected from an online survey of respondents working in a public sector organization. Partial least squares structural equation modelling and mediation analysis by the bootstrap method were used for the data analysis.

Findings

Empowering leadership and individual learning orientation had significant direct effects on individual innovative behaviour. Both empowering leadership and work group cohesiveness have significant direct effects on individual learning orientation. Empowering leadership was positively related to work group cohesiveness. The mediation analysis revealed that individual learning orientation mediates the relationships between empowering leadership and individual innovative behaviour and between work group cohesiveness and individual innovative behaviour.

Research limitations/implications

The study focuses on three factors that foster individual innovative behaviour in a public sector organization.

Originality/value

This study offers new insights into the factors that foster individual innovative behaviour in the public sector. The findings reveal the importance of using a balanced leadership style and encourage learning in the workplace for individual innovativeness by public leaders.

Details

International Journal of Public Leadership, vol. 16 no. 2
Type: Research Article
ISSN: 2056-4929

Keywords

Article
Publication date: 17 May 2021

Barbara Rebecca Mutonyi

The purpose of this study is to examine the role of psychological capital (PsyCap) among employees in the higher education (HE) sector. Specifically, the aim of this paper is…

Abstract

Purpose

The purpose of this study is to examine the role of psychological capital (PsyCap) among employees in the higher education (HE) sector. Specifically, the aim of this paper is threefold. First, this study explores the effect of psychological empowerment (PsyEmp) and the two organizational culture factors of clan and market on PsyCap. Second, the study also examines the relationships between PsyEmp, PsyCap and individual innovative behavior (IIB). Third, this paper examines the mediating role of PsyCap on IIB and PsyEmp.

Design/methodology/approach

A conceptual model was developed and tested on 250 university employees in Norway. Partial least squares structural equation modeling was used to analyze the data.

Findings

The analysis shows that both PsyCap and PsyEmp have a direct positive relationship with IIB. The results also reveal that PsyEmp, clan culture and market culture are all positively and significantly linked to PsyCap. The relationship between IIB and PsyEmp is also mediated by PsyCap.

Originality/value

This study extends the knowledge of PsyCap in the context of the HE sector. For managers, the study highlights the importance of investing in and managing employees’ PsyCap. In addition, although perceived PsyEmp at work can strengthen the level of IIB among employees, employees’ PsyCap can be much more influential. Furthermore, the study contributes new knowledge regarding the symbiotic nature of various organizational culture types and the benefits of having both a clan culture and a market culture in enhancing organizational capabilities.

Details

International Journal of Quality and Service Sciences, vol. 13 no. 2
Type: Research Article
ISSN: 1756-669X

Keywords

Open Access
Article
Publication date: 6 May 2020

Barbara Rebecca Mutonyi, Terje Slåtten and Gudbrand Lien

The aim of this study is to examine the role of organizational climate in employees’ creative performance using the public sector as an empirical context. The employees’ creative…

7707

Abstract

Purpose

The aim of this study is to examine the role of organizational climate in employees’ creative performance using the public sector as an empirical context. The employees’ creative performance is divided into two entities and studied as two separate effect variables: individual creativity and individual innovative behavior.

Design/methodology/approach

A conceptual model is developed and tested in a survey in which employees of a public sector organization participated.

Findings

The findings indicate that organizational climate has an important role in employees’ creative performance. The organizational climate showed a positive and significant link to the two creative performance variables included in this study. Moreover, the study revealed that individual creativity mediates the relationship between organizational climate and individual innovative behavior.

Research limitations/implications

This paper is limited to examining the role of organizational climate on two creative performance variables related to individual employees in the public sector. To trigger individual creativity and individual innovative behavior in the public sector, there is a need for managers to build, develop and maintain an organizational climate that supports both employees’ creativity and enthusiasm in implementing those novel and useful ideas.

Originality/value

To the best of the authors’ knowledge, this study is among the first in the public sector to demonstrate the importance of organizational climate for employees’ individual creative performance. The findings of this study adds to our current knowledge and understanding of the value of organizational climate, and its influence on individual creative performance in the public sector.

Details

European Business Review, vol. 32 no. 4
Type: Research Article
ISSN: 0955-534X

Keywords

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