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The research aims to investigate the impact of transformational leadership on employee championing behavior and to determine the mediating effect of work engagement in the context of organizational change.

This is a quantitative approach, which is based on cross-sectional data. In total, 300 available cases are processed through structural equation modeling in order to infer the results.

The results indicate that transformational leadership is significantly related to championing behavior during organizational change. Moreover, work engagement fully mediates the relationship between transformational leadership and championing behavior in the context of organizational change.

Managers should emphasize the practice of the transformational leadership approach, as well as should stress the antecedents of work engagement in order to foster the employee championing behavior in the context of organizational change.

The research contributes to the change management and human resource management literature by providing a plausible explanation of the mediating role of work engagement in connecting transformational leadership and employee championing behavior in the context of organizational change.

With a basis in conservation of resources theory, the purpose of this paper is to investigate the mediating role of championing behaviour in the relationship between employees’ fear of terror and their job performance, as well as the buffering role of their passion for work, as a personal resource, in this process.

The tests of the hypotheses rely on three-wave, time-lagged data collected from employees and their supervisors in Pakistan.

An important reason that concerns about terrorist attacks diminish performance is that employees refrain from championing their own entrepreneurial ideas. This mediating role of idea championing is less salient, however, to the extent that employees feel a strong passion for their work.

For human resource managers, this study pinpoints a key mechanism – a reluctance to mobilize active support for entrepreneurial ideas – by which fears about terrorism attacks can spill over into the workplace and undermine employees’ ability to meet their performance requirements. It also reveals how this mechanism can be better contained by the presence of adequate personal resources.

This study adds to burgeoning research on the interplay between terrorism and organizational life by specifying how and when employees’ ruminations about terrorism threats might escalate into diminished performance outcomes at work.

This paper aims to examine how role clarity mediates the effect of transformational leadership on job engagement and championing behavior in support of the conservation of resources theory.

The authors used a cross-sectional approach to collect data from managerial/nonmanagerial employees within the Pakistani hospitality industry via online and offline questionnaires. A total of 170 responses were used in the data analysis using partial least squares structural equation modeling to test the hypothesized relationships.

Findings show that transformational leadership directly predicts improved role clarity and job engagement. Moreover, role clarity leads to job engagement and championing behavior. Role clarity exhibits a partial mediation effect on job engagement and full mediation on championing behavior.

To bridge the gap in leadership literature, this research assesses the underlying effect of role clarity on the relationship between transformational leadership and its positive outcomes. It provides theoretical and managerial implications regarding the role of transformational leadership characteristics and outcomes.

The purpose of this study is to draw from conservation of resources theory to examine how employees’ experience of resource-draining interpersonal conflict might diminish the likelihood that they engage in championing behaviour. Its specific focus is on the mediating effect of their motivation to leave the organization and the moderating effect of their peer-oriented social interaction in this connection.

The research hypotheses are empirically assessed with quantitative survey data gathered from 632 employees who work in a large Mexican-based pharmacy chain. The statistical analyses involved an application of the Process macro, which enabled concurrent estimations of the direct, mediating and moderating effects predicted by the proposed conceptual framework.

Emotion-based tensions in co-worker relationships decrease employees’ propensity to mobilize support for innovative ideas, because employees make plans to abandon their jobs. This mediating role of turnover intentions is mitigated when employees maintain close social relationships with their co-workers.

For organizational practitioners, this study identifies a core explanation (i.e. employees want to quit the company) for why frustrations with emotion-based quarrels can lead to a reluctance to promote novel ideas – ideas that otherwise could add to organizational effectiveness. It also highlights how this harmful process can be avoided if employees maintain good, informal relationships with their colleagues.

For organizational scholars, this study explicates why and when employees’ experience of interpersonal conflict translates into complacent work behaviours, in the form of tarnished idea championing. It also identifies informal peer relationships as critical contingency factors that disrupt this negative dynamic.

The purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in Bangladesh.

On the basis of previous literature, this paper proposed a framework for ensuring ECB during organizational change.

This paper proposed transformational leadership (TL), which enhances the championing behavior of the employee. In addition, valence, work engagement and trust in leadership act as potential mediators between TL and championing behavior. This paper also proposed organizational alignment (OA) as a potential moderator that influences ECB in the context of organizational change.

This paper highlights numerous influential factors that enhance ECB. This proposed conceptual framework will be validated by the empirical evidence in future research.

This paper provides new insights for business leaders to understand the importance of ECB during organizational change. Moreover, this research underlined the effectiveness of valence, work engagement and trust in leadership and OA to nurture ECB in the time of organizational change, which helps managers of the business organizations to make efficient strategies to tackle organizational change.

This paper adopted Kurt Lewin’s change management theory and integrated with different factors associated with organizational change (TL, valence, work engagement, trust in leadership and OA) to propose a model to understand the mechanism of enhancing ECB in the context of change in Bangladesh’s business organizations.

Innovations lie at the heart of both entrepreneurship and marketing. While research has long focused on the idea generation phase at the beginning of the innovation process, ideas need to subsequently be realized through efforts in idea development and implementation. This paper aims to study the antecedents and practices of idea advancement behavior.

Seven product developers of an international company were interviewed in-depth based on a critical incident technique.

Idea advancement behavior was found to be distributed in time and between people, pervasive in the development process. Antecedents for efforts were identified at personal, interpersonal and work organization levels. Although personal antecedents were most numerous, interpersonal and work organization antecedents distinguished successful and unsuccessful efforts. Key idea advancement behaviors were centered on the inclusion of others and communication channel choices.

The current study offers a complementary micro-level point-of-view to championship literature, illustrating the situated and dispersed nature of everyday advancement efforts as opposed to the dominant depictions of heroic relentless championing individuals. However, as the study was conducted in a single company, the findings still need to be validated in more varied settings.

The results highlight the need for supporting idea advancement behavior across organizational levels and function, instead of focusing on identifying individual champions. Time management, supporting switches in the driving force, and communicating value are necessary for sustaining advancement efforts.

Idea advancement practices have been largely ignored in previous innovation literature, with the exception of systematic processes and championing. This paper explores idea advancement as a commonplace proactive behavior, revealing several levels of key antecedents for successfully advancing ideas into innovations.

The purpose of this study is to identify and explain how leadership behaviors of sales managers can enhance the development of salespeople within the context of those interpersonal connections and interactions that is the sales ecosystem.

The authors collected and analyzed qualitative data from in-depth interviews with a sample of 36 sales professionals. Over 47 hours of interviews were transcribed and analyzed via NVivo. The statements were labeled as particular leader behaviors using the Miles and Huberman (1994) coding system.

The study identifies coaching, customer engaging, collaborating and championing as the four key leader behaviors that are relevant to the sales ecosystem. Specifically, coaching and customer engaging enhance the individual microsystems of salespeople; and collaborating and championing enhance the corresponding mesosystems. Analysis of the interview statements further revealed that trust, confidence, optimism and resilience are four relational elements that tend to coexist with these leader behaviors in the sales ecosystem.

This study provides a structure for sales organizations to strengthen their sales ecosystem through targeted interventions and training for those that manage salespeople. Past research finds that sales organizations too often neglect this type of managerial training.

This is the first study to examine sales leadership through the lens of Bronfenbrenner’s (1979) ecological systems theory. Further, the qualitative methodology, which is relatively unique in sales research, provides rich data that is particularly useful for exploring how and why things have happened.

Purpose – To be the first study to consider the difference between men's and women's perceptions of most important mentoring functions. Design/methodology/approach – Survey recipients identified the three most important things that mentors can do for their protégés. Two independent coders categorized the behaviors listed by the 637 respondents. Findings – There was little difference between men's and women's perceptions of important mentoring behaviors. Women more than men reported championing and acceptance and confirmation behaviors to be in what they consider the top three for importance. Additionally, the lists respondents generated under‐represented the mentoring behaviors commonly identified in the extant literature, whereas some of the behaviors most frequently identified are not well represented in the mentoring literature. Research limitations/implications – Respondents were graduates of a top‐tier MBA program, although from multiple years. Future research should examine perceptions of mentoring behaviors by employees with different educational backgrounds and across cultures, particularly to explore perceptions of mentoring behaviors where cultural and gender stereotypes are present. Practical implications – The design of mentoring programs and fostering of cross‐sex mentoring are discussed in lieu of managing protégé expectations and educating mentors about actual expectations versus the expectations they might associate with the other sex. Originality/value – The findings here extend existing research by first asking men and women to generate a list of what they perceive to be the three most important mentoring behaviors and then showing that, for MBAs at least, there is little difference across the sexes.

The purpose of the present research is to introduce a combined framework that integrates innovative work behavior, product innovation process and customer knowledge management; then, to explore the mediating effect of customer knowledge management in the relationship between innovative work behavior and the product innovation process.

The basis for the present research is a cross-sectional design. Data collection from 154 employees occurred using the following structured questionnaires: Customer Knowledge Management (CKM), Innovative Work Behavior (IWB) and Product Innovation Process (PIP). Data processing used SPSS version 26.0, including the PROCESS (3.5) macro analysis.

The results show positive relationships between innovative work behavior and the product innovation process (r = 0.420, p < 0.01). Pearson's correlation shows a coefficient of 0.42, meaning that 42% of the variations in perceived product innovation are due to variations in innovative work behavior. The second condition of the mediation test involved testing the relationship between the independent variable (Innovative Work Behavior) and the mediating variable (Knowledge Management) and showed a significant relationship (r = 0.272, p < 0.01). The findings suggested that knowledge management that other determinants supported, such as collaboration in idea exploration, idea championing and encouragement of participation in idea implementation, significantly contributed to the product innovation process (r = 0.509, p < 0.01). The bootstrapping method confirmed that innovative work behavior supports product innovation through the mediation of customer knowledge management (z = 3.01, p = 0.002).

The cross-sectional design, along with the relatively low number of participants and the self-reporting nature of the questionnaires, represent the current study's main limitations. Developing the research model could integrate new variables, such as customer co-creation processes, performance-based compensation, employee citizenship activities and transformational leadership.

This research has both theoretical and practical implications. These emphasize the importance of further investigation into the factors influencing companies' innovation processes. They also provide managers with a means of finding a fit between the deployment of customer knowledge mechanisms and the achievement of innovative workplace behavior, to improve innovation process efficiency.

The current study broadens the empirical research area of customer knowledge management and its impact on both innovative work behavior and the product innovation process, particularly in knowledge-intensive market scenarios that require organizations to be innovative.

This paper seeks, from the perspective of the significant change (SC) champion, to explore the motivation behind why an individual willingly adopts SC. This research attempts to identify the key motivational traits that inspire these early change adopters.

An in‐depth case study is used to research and identify key early adopters traits. This is followed by a survey based on APEX emotional intelligence profiling traits to do an in‐depth investigation.

The SC‐champion has an interest to re‐affirm one's importance in the organization as well as enhance his/her respect, which is not necessarily linked to longevity. There is an emphasis on intrinsic values favoring team involvement. Of the APEX identified four profiles, the red‐performers are the least preferred.

Because qualitative methodologies are used and a limited survey respondent pool (n=25), caution is advised in freely generalizing these findings. The research on the subject matter is offered as a means to substantiate or refute the propositions. The intent is to offer the findings for possible transferability where logic and reality can assist.

The need to deal with SC is becoming crucial to the ongoing success of organizations. By identifying and investigating the motivational factors behind early acceptance, the organization can begin to deal with change urgency and optimize the benefits from change transformations.

Since change is recognized as an ongoing phenomenon, looking at the motivation behind the early adopters will aid organizations in identifying those key traits that aid in optimizing successful SC transformations.