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This study addresses how and when the experience of family-induced work strain might steer employees away from efforts to promote innovative ideas. In particular, it proposes a mediating role of role ambiguity and moderating roles of two coworker resources (goal congruence and goodwill trust) in this process.

The research hypotheses are tested with data obtained from a survey administered among employees who work in a professional services organization.

An important explanatory mechanism that links family interference with work to diminished championing efforts is that employees hold beliefs that their job roles are unclear. The extent to which employees share work-related mindsets with coworkers, as well as their belief that coworkers are trustworthy, attenuate this harmful effect.

For HR managers, the study shows a clear danger that threatens employees who feel drained by significant family demands: The negative situation may escalate into work-related complacency (diminished championing), which then may generate even more hardships. As it also reveals though, employees can leverage high-quality coworker relationships to contain this danger.

This study adds to HR management research by investigating the role of negative spillovers from family to work in predicting idea championing, as explained by negative beliefs about job-related information deficiencies but buffered by high-quality coworker relationships.

The purpose of this paper is to test the relationship between organizational antecedents, pricing capabilities, and firm performance.

Quantitative survey of 748 managers from mostly large companies globally.

It was found that the following five key organizational resources (the 5 Cs) – center-led price management, organizational confidence, championing behaviors, organizational change capacity, and pricing capabilities – positively influence firm performance. Furthermore, it was found that center-led price management, organizational change capacity, and championing behaviors act as important antecedents to pricing capabilities and, except for the former, to organizational confidence. The authors also examine interaction and mediation effects.

The results thus suggest that generic organizational factors – namely center-led price management – as well as highly idiosyncratic firm, specific capabilities – namely organizational confidence, championing behaviors by top management, organizational change capacity, and pricing capabilities – are key requirements to increase firm performance via pricing.

The purpose of this paper is to determine whether managers who are not in top management perceive change-related voice from their work group as support and whether this perception is an explaining mechanism that can predict the managers' behavioral support for change. Such voice can be a valuable asset for managers during change.

Lower and middle managers' perceptions of subordinates' support is investigated as mediator in the relationship between group change-related voice and managers' behavioral support for change. Seventy managers who were experiencing organizational change completed a survey at two points in time. Data were analyzed using regression analyses and the bootstrapping approach.

Managers perceive promotive but not prohibitive group change-related voice as support. Perceived subordinate support serves as explaining mechanism in the relationship between promotive group change-related voice and managers' championing behavior.

The study's results have practical implications, as insights are gained into how managers react to upward communication from the work group and how such communication influences managers' reaction to change. These insights can be used to facilitate effective participation during change, as it creates sensitivity to managers as recipients of change.

Research on how managers react to change-related ideas and concerns is scarce. The study extends current research on organizational change by investigating the impact of subordinates' communications on managers' reaction to change. Research on voice is enriched by focusing on the voice-receiving process.

This study investigates how and when employees' exposure to organizational leaders who propose major changes might direct those employees toward efforts to mobilize support for innovative ideas. It specifically theorizes a mediating role of performance pressure beliefs and a moderating role of perceived organizational underperformance in this process.

Three-wave, multi-rater survey data were collected among employees and their supervisors across various industries.

A critical explanatory mechanism that links change-oriented leadership with enhanced championing efforts is that employees experience performance-related hardships. The extent to which employees perceive that their organization is unable to meet its own performance targets triggers this process.

For organizational decision makers, the findings identify results-driven pressures as key mechanisms by which employees' exposures to change-oriented leadership can be leveraged to promote novel ideas. This translation is more likely among employees who are convinced that there is significant room for organizational improvement.

This study unravels the previously unexplored link between change-oriented leadership and idea championing, pinpointing the influences of two performance-related aspects: beliefs about strenuous organization-induced performance expectations and perceptions of an underperforming employer.

New ways of working (NWW) change some fundamental processes in the workplace. NWW practices like teleworking, flexible workspaces, and flexible working hours lead to different behaviors of employees. But does the employment of NWW practices also have an impact on the innovation behavior of employees? This chapter explores this relationship and uses qualitative data from case studies to illustrate the complex linkages between three components of NWW and IWB.

The purpose of this paper is to examine male and female executives as leaders “championing” gender change interventions. It problematizes current exhortations for male leaders to lead gender change, much as they might lead any other business-driven change agenda. It argues that organizational gender scholarship is critical to understanding the gendered nature of championing.

This paper draws on a feminist qualitative research project examining the efficacy of a gender intervention in a university and a policing institution. Interviews with four leaders have been chosen from the larger study for analysis against the backdrop of material from interviewees and the participant observation of the researcher. It brings a social constructionist view of gender and Acker’s gendering processes to bear on understanding organizational gender change.

The sex/gender of the leader is inescapably fore-fronted by the gender change intervention. Gendered expectations and choices positioned men as powerful and effective champions while undermining the effectiveness of the woman in this study.

Further research examining male and female leaders capacity to champion gender change is required.

This research identifies effective champion behaviors, provides suggestions for ensuring that gender equity interventions are well championed and proposes a partnership model where senior men and women play complementary roles leading gender change.

This paper is of value to practitioners and scholars. It draws attention to contemporary issues of leadership and gender change, seeking to bridge the gap between theory and practice that undermines our change efforts.

Previous work on employee-driven innovation (EDI) has demonstrated the benefits of employees’ proactive behavior in achieving success with innovations. The purpose of this paper is to employ the concept of personal initiative to investigate the underestimated role of employees’ agency in complex processes of innovation, showing the impact of personal initiative on employees’ innovation success.

Based on two embedded cases of environmental bottom-up innovation at a large manufacturing company, this study examines employees’ behavior in generating, championing and realizing such initiatives.

This paper provides insights into how employees succeeded, through taking initiative in generating, championing and realizing environmental initiatives despite facing high complexity, and resource constraints. Without being prompted from the top down, employees started these initiatives themselves and showed phase-specific behavior in overcoming the various challenges. Thus, self-starting behavior was found dominant in generating ideas, whereas proactive and persistent forms of behavior were found to be prevalent in championing and rolling out the initiatives.

Current understandings of EDI highlight the importance of developing employees’ potential capabilities and organizational-level guidance. Using an active performance perspective, this study emphasizes the importance of employees’ agency in ensuring EDI success, even when conditions are not conducive to their doing so.

The purpose of this study is to develop and validate a theory-based measure presenting the creative and innovative leadership behavior construct.

The theoretical dimensions of five leadership theories (transformational leadership, change-oriented leadership, innovation champion, leader – member exchange and authentic leadership) were synthesized. Using a quantitative approach, the population sample was composed of 514 respondents who held management and non-management positions. The validity and reliability of the instrument were evaluated.

The results indicated that the newly developed 24-item measure achieved an acceptable level of reliability and validity in measuring the creative and innovative leadership behavior construct. Eventually, the findings revealed positive and significant influence of creative and innovative leadership behavior on creativity and innovative behavior at the individual level in the workplace.

Organizations should invest in the creative and innovative leadership behavior construct in their training and in the selection of leaders with the newly developed 24-item measurement scale if their purpose is to nurture and enhance creativity and innovation.

This study makes important theoretical contributions in different ways. The newly developed instrument contributes to the relevant literature through the development and validation of a theory-based measure. Also, this study expands knowledge about resources in the workplace that nurture and enhance creativity and innovation at the individual level.

The purpose of this paper is to explore some of the factors that influence innovation in construction professional services firms. The paper examines the role of middle managers who have responsibility for developing the right conditions that foster innovation at the business unit level.

A theoretical framework was initially developed through a synthesis of the literature. Using a case study approach, three types of innovation were explored to illustrate the role and influence of middle managers in fostering and exploiting innovations.

Findings from the study suggested that middle managers' innovation supporting behaviours influence innovation outcomes by helping development of a climate for innovation that influence championing behaviours among project managers.

The study was based on a single United Kingdom‐based construction professional services firm. Nevertheless, the research contributes to the call for more qualitative approaches to understanding leadership research in construction.

Limited research has been undertaken on the impact of leadership on construction innovation beyond senior managers. This paper seeks to contribute to addressing this gap in literature by highlighting the significant role that the middle managers play in enabling innovation in construction professional services firms contrary to well‐publicised negative views on the middle managerial roles.

This study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.

The authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.

The authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.

The authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.

This study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.

This study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.