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The relationship between perceived insider status (PIS) and innovative behavior may be mediated by felt obligation. Then the relationship between felt obligation and innovative behavior may be moderated by job stress. At last, felt obligation may conditional mediate the relationship between PIS and innovative behavior when job stress at different level. The purpose of this paper is to test these hypotheses.

The authors tested the moderated mediation model with data from a sample of 529 supervisor-subordinate dyads from the People’s Republic of China. Employees were asked to evaluate their PIS, felt obligation, and job stress when in the workplace. Their innovative behavior was evaluated by their immediate supervisors.

Results suggest that PIS is positively related to employee’s innovative behavior, and felt obligation mediates this relationship. In addition, job stress moderates two stage relationships: one is to moderate the relationship between felt obligation and innovative behavior; the other is to moderate the whole mediation model.

In China, managers can treat some employees as family members and support them when they are in trouble so that the employees will perceive insider status. Let employees get the feeling of PIS maybe a good way to motivate them to contribute to the organization. In addition, managers should reduce the work load of some employees who are expected to be innovative. Then those employees will have much more spare time to engage in innovative behavior.

This research sheds light on the relationship between PIS and innovative behavior in a non-western context by testing the mediating mechanism guided by role identity and appropriateness framework, which is a way different from social exchange process.

This study extends the actor–context interactionist model of individual innovation from the traditional synergetic pattern to a complementary one. The complementary perspective emphasizes the need for integration of divergence and convergence in enhancing employee's innovative work behavior. This study examines how individual working style relates to innovative work behavior through supportive noncontrolling supervision and job complexity.

The study used a time-lagged research design, collecting data through surveys from 262 employees and their immediate supervisors working in telecommunication companies of Saudi Arabia.

This study found that (1) employee with an intuitively inclined working style (e.g. a divergent predictor) engages in higher levels of innovative work behavior when supportive noncontrolling supervision or job complexity (e.g. convergent factors) is higher; and (2) the positive interactive effect of intuitive working style and supportive noncontrolling supervision on employee's innovative work behavior is stronger when job complexity is higher rather than lower.

This study provides deeper understanding of the interactionist perspective of employees' innovative work behavior. This study is the first of its kind to integrate complementary and synergistic perspectives of actor–context interactionist model of employees' innovative work behavior.

Because of the rapidly changing environment and fleeting market opportunities, employee's innovative work behavior is increasingly assuming a pivotal role in enhancing organizational effectiveness and competitive advantage. The success of organizations is largely depended on their employees' ability to innovate. The role of cultural intelligence to enhance innovative work behavior is yet to be explored in the innovation research. The purpose of this study is to examine how cultural intelligence enhances employees' innovative work behavior through work engagement and interpersonal trust.

The study is a cross-sectional design which utilizes data from 381 participants from multinational corporations in Saudi Arabia.

The results indicate that cultural intelligence can significantly affect employee's innovative work behavior. It further reveals that both work engagement and interpersonal trust partially mediate the effect of cultural intelligence on innovative work behavior.

This study adds to the literature on intelligence by examining an underexplored type of intelligence (i.e. cultural intelligence) in relation to employee's innovative work behavior. It reveals work engagement and interpersonal trust as the psychological mechanisms that can link cultural intelligence to innovative work behaviors.

The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior.

A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates.

The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior.

Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment.

This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.

This study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.

Self-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).

The two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.

The organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.

This study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.

The purpose of this paper is to describe and explain the manner in which HR system’s flexibility, in combination with employees’ individual flexibility (IF) and their positive character traits, such as: optimism, hope, resistance or self-efficacy (which comprise psychological capital (PsychCap)), allow to predict employees’ readiness to display innovative behaviors in the workplace.

A quantitative research methodology was adopted which resulted in the development of a both self-administered online survey instrument (n=166) and employees students in the postgraduate program at the Warsaw School of Economics (n=70). Using a national database of service companies, a random sample of 700 e-mail addresses was generated and respondents were invited to participate in the online survey. This resulted in the completion of 166 online surveys, representing a response rate of 26 percent. The second group of respondents consisted of 70 employees from different organizations in Poland.

On the basis of the analyses it was shown that HR flexibility (HRF) and IF are a generally weak predictor of innovative behaviors. However, in a situation when PsychCap is set to be a mediator, these variables allow to predict innovative work behavior.

Research on the relation of HRF to innovative behaviors has not been sufficiently clarified so far. The achieved results shed new light on the relations of these two variables and indicate that HRF does not translate directly into behaviors of the personnel. However, it should be noted that the relationship of these variables are of indirect nature.

In recent years, China’s growing global economic influence has attracted more foreign workers, requiring leaders to have effective communication skills to manage diverse personnel to drive innovations. Although previous research studies revealed the effects of a leader’s motivating language (ML) on employee’s innovativeness, the mechanism and the boundary conditions for stimulating the relationship between ML and innovative work behavior (IWB) are scarce. Therefore, this study aims to examine employee’s creative self-efficacy (CSE) as a mechanism and coworker support (CS) as a boundary condition in the relationship between ML’s dimensions and IWB.

To test the moderated mediation model, this study collected the data from 283 workers and their respective supervisors at a Beijing-based multinational network company. The research applied a quantitative approach. SPSS and AMOS were used to analyze the data.

ML’s dimensions are positively linked to IWB. CSE was found as a mediator in these relationships. CS did not play its moderation roles on ML – CSE, ML – IWB direct or ML – IWB indirect (via CSE) links. ML’s direction-giving speech is found to be more effective in predicting CSE and IWB.

This is the first paper to examine the impacts of the three dimensions of ML on IWB.

This study investigates the structural relationships among humor leadership, psychological empowerment, innovative behavior, and job performance in the Korean hotel industry. This study reveals following key major findings. First, a leader’s use of humor in leadership significantly and positively influences an employee’s psychological empowerment. Second, an employee’s psychological empowerment significantly and positively influences innovative behavior and job performance. However, innovative behavior does not significantly influence job performance. In the final section, theoretical and managerial implications are discussed.

Purpose – The purpose of this study is to examine the relationship between self‐leadership skills and innovative behaviors at work. Design/methodology/approach – The study's participants were employees and their supervisors, working in six organizations in Israel. Data were collected through structured surveys administered to the employees and their supervisors. A total of 175 matched questionnaires were returned. Path analysis, using AMOS program, was conducted to assess the research model. Findings – The results indicate that the three‐dimensional scale of self‐leadership skills is positively associated with both self and supervisor ratings of innovative behaviors. The findings also show that income and job tenure are significantly related to innovative behaviors at work. Practical implications – Organizations that seek ways in which to foster innovative behaviors in their employees, need to recognize the importance of building up self‐leaders who can successfully meet the required expectations and standards of innovative behavior. Originality/value – This research suggests ways for organizations to enhance their innovativeness through employees who possess high self‐leadership skills and receive appropriate extrinsic rewards for their leadership skills and innovative behaviors.

The purpose of this paper is to investigate the effect of transformational leadership on employee’s innovative work behavior, and the mediating role of motivation to learn, and the moderating role of task complexity and innovation climate on the link between transformational leadership and innovative work behavior.

A questionnaire, designed as a self-reported survey, was distributed to full-time employees and their respective supervisors working in 35 firms (services and manufacturing sectors) in Pakistan. Data were collected from 338 employee–supervisor dyads. The hypotheses were tested using structural equation modeling.

Results showed that transformational leadership had a positive impact on employees’ innovative work behavior and motivation to learn mediated transformational leadership–innovative work behavior link. The study further showed that task complexity and innovation climate moderated the relationship between transformational leadership and employees’ innovative work behavior.

Based on the premises of interactionist perspectives on individual innovation, this study integrated multi-level variables to investigate leaders’ influences on followers’ innovative work behavior. This study contributed to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ innovative work behavior as well as the impact of both individual and organizational level variables.

The close connection among transformational leadership, motivation to learn and innovative work behavior suggests that transformational leadership traits among managers are important to enhance employees’ innovative work behavior. Organizations should pay attention to creating a climate that is supportive of innovation and encourage individuals to learn new knowledge and skills, and provide employees with opportunities to use their acquired knowledge and skills.

This paper contributed to leadership and innovation literatures and provided insights into how the practitioners could use an appropriate leadership style to enhance innovative work behavior among employees. The study adopted a distinct model comprising five variables to investigate innovative work behavior from a multi-level perspective, i.e., motivation to learn and innovative work behavior at the individual level, task complexity at the unit level and innovation climate and leadership at the organizational level. This integrated model of using predictors from multiple levels supported the theoretical assumptions that innovative work behavior resulted from the interaction of individual, group and organizational level factors.