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Based on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the mediating effects of affective and normative commitment on this relationship, as well as the moderating effects of benevolent leadership.

The authors surveyed 341 employees and their direct supervisors in 74 work units and utilized multilevel path analysis to test a model of cross-level moderated mediation.

The study analysis results suggest that team reflexivity significantly contributes to employee innovative behavior. Both affective commitment and normative commitment mediate this relationship. Benevolent leadership not only enhances the relationship between team reflexivity and affective/normative commitment, but also reinforces the linkage of team reflexivity→affective commitment→employee innovative behavior.

The current study suggests that organizations should invest more in promoting team reflexivity and benevolent leadership in workplace. Furthermore, managers need to develop appropriate employees training programs and pay more attention to employees' work and personal lives. They need to make efforts to enhance employees' affective and normative commitment, thereby facilitating their innovative behavior.

This research identifies affective commitment and normative commitment as key mediators that link team reflexivity to employee innovative behavior and reveals the moderating role of benevolent leadership in the process.

The study aims to examine the mediating role of psychological empowerment and job crafting between servant leadership and innovative work behavior.

The data were collected from 689 knowledge workers employed in Pakistan's service industry. The data collection was done through survey design. The data analysis was done through structural equation modeling using PLS-Smart.

Servant leadership was found to be related to psychological empowerment, job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between servant leadership and innovative work behavior. Additionally, psychological empowerment and job crafting were found to be sequential mediators between servant leadership and innovative work behavior.

The study delineated the link mechanism between servant leadership and innovative work behavior.

The purpose of this research is to examine the relationship between exploitative leadership and employee innovative behavior and explore the mediating role of relational attachment and the moderating role of high-performance work systems (HPWSs).

This research collected data from 374 employees and their direct supervisors in 75 teams and tested a cross-level moderated mediation model using multilevel path analysis.

The results suggest that (1) exploitative leadership has a negative impact on employee innovative behavior; (2) relational attachment mediates the relationship between exploitative leadership and employee innovative behavior; (3) HPWS positively moderates the relationship between exploitative leadership and relational attachment and (4) HPWS moderates the mediating mechanism from exploitative leadership to employee innovative behavior.

The empirical findings suggest that organizations should make efforts to prevent exploitative leadership. Moreover, managers should pay attention to the important role of relational attachment in promoting employee innovative behavior and realize the role of HPWSs in facilitating the negative effects of exploitative leadership.

This research identifies relational attachment as a key mediator that links exploitative leadership to innovative behavior and reveals the role of HPWSs in strengthening the negative effects of exploitative leadership on employee innovative behavior.

The purpose of this paper is to explore the relationship between temporal leadership and employees' innovative behavior while considering the competitive mediators of harmonious and obsessive passions in work situations, along with the moderating role of synchrony preference.

Insights from the literature and affective events theory (AET) underpin the hypotheses on whether and how temporal leadership would affect employees' innovative behavior. A total of 365 responses were received, and 336 questionnaires were considered for the analysis. This paper examined the whole model through a path analysis using Mplus 7.4.

The results indicated the significant effect of temporal leadership on innovative behavior through harmonious passion which is moderated by synchrony preference, such that the positive effects are stronger when employee's synchrony preference is higher.

This paper contributes to the emerging literature on temporal management by examining the path of temporal leadership→ job passion→ innovative behavior to deepen knowledge of how temporal leadership may impact employees' innovative behavior. This paper also proposed a collaborative model related to temporal leadership and the synchronization of employees, providing a powerful explanation for the boundary conditions of temporal leadership.

This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored.

A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling.

The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing.

To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour.

This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.

Based on the social information processing theory, the purpose of this study is to propose a conceptualized moderated mediation model for testing the linkage between leader narcissism and employees’ innovative behavior through the mediating effect of employees’ cognitive dependency and the moderating effect of environmental uncertainty between employees’ cognitive dependency and their innovative behavior.

In this study, multisource data from 266 employees and their supervisors in 11 large high-tech Chinese companies were collected through a field study and an online survey. The hypotheses were tested using structural equation modeling and bootstrapping.

The results of this study show that leader narcissism has a negative impact on employees’ innovative behavior and that employees’ cognitive dependency plays a mediating role between leader narcissism and employees’ innovative behavior. Cognitive dependency and environmental uncertainty play moderated mediation roles between leader narcissism and employees’ innovative behavior.

In the future, longitudinal research and experimental methods can be used to avoid common method bias. Further studies could allow leaders to evaluate environmental uncertainty and explore the emotional path by which leader narcissism has negative effects on followers’ innovation from social information processing theory. In addition, future studies can explore cognitive dependency more deeply from the perspectives of forced obedience and active worship.

Organizations should warn leaders to control the dark side of narcissism and minimize environmental uncertainty to reduce barriers to innovation.

This study constructs the path of the effect of leader narcissism on employees’ innovation through employees’ cognitive dependency in a specific context, which enriches theoretical research on the link between leaders’ traits and employees’ innovative behavior. Along with the finding of leader narcissism’s negative effect on employees’ innovative behavior, this study explores the dark side of leader narcissism in the context of China’s high-tech firms and environmental uncertainty.

The purpose of this paper was to explore the voicer's own psychological or behavioral reactions to voice. A framework was proposed to predict how and when employee voice is related to innovative behavior in the workplace based on conservation of resources theory.

Data was collected from a three-wave survey including 232 employees and their supervisors. Hierarchical multiple regression and PROCESS, a SPSS macro, were used to test the hypotheses.

Employee voice was positively associated with innovative behavior. Perceived organizational status mediated the link between voice and innovative behavior. Meanwhile, performance-goal orientation strengthened the positive voice–perceived organizational status and voice–innovative behavior associations.

This paper extended the authors’ understanding of the outcomes of voice by elucidating that voice could motivate the psychological or behavioral reactions of not only team members but also the voicer himself/herself. In addition, it highlighted the value of performance-goal orientation in strengthening the potentially positive relationship between voice and perceived organizational status. In doing so, the authors identified the unexplored individual-level psychological and behavioral reactions of the voicer himself/herself after speaking up. The present study also provided practical implications by shedding light on measures to promote innovative behavior in the workplace.

This study aims to investigate the mediating role of positive affect and the moderating role of deficit correction in the relationship between employee strengths use and innovative behavior.

This study adopted a three-wave research design to gather data. A convenience sample of 189 employees working in diverse organizations in China was applied to examine the hypotheses.

The results indicated that employee strengths use was positively related to innovative behavior, and positive affect mediated the relationship between employee strengths use and innovative behavior. In addition, deficit correction enhanced the direct relationship of employee strengths use with positive affect and the indirect relationship of employee strengths use with innovative behavior through positive affect.

The current study contributes to the existing literature on employee strengths use-innovative behavior relationships by revealing positive affect as a mediator and deficit correction as a moderator between employee strengths use and innovative behavior.

The purpose of this research is to determine the relationship between entrepreneurial leadership and employee innovative behavior and examine mediating role of affective commitment, creative self-efficacy and psychological safety in this relationship.

Using cross-sectional research design, data were collected from 343 employees of information technology (IT) service firms in Pakistan. Partial least squares–structural equation modeling (PLS-SEM) technique was applied to test the proposed research model.

The findings reveal that entrepreneurial leadership is strongly and positively related to employee innovative behavior. Moreover, affective commitment, creative self-efficacy and psychological safety simultaneously mediate this relationship.

This study uncovers the important role of entrepreneurial leadership in driving employee innovative behavior in high-tech services industry. Findings of this study suggest that by practicing entrepreneurial behaviors, managers can enhance employees' affective commitment, creative self-efficacy and psychological safety, which invoke employees to demonstrate innovative behavior leading toward improved innovation performance at organizational level.

This research makes novel contribution to entrepreneurial leadership theory by using competing theoretical perspectives and subsequently providing more nuanced picture of the contrasting mechanisms that transmit the impact of entrepreneurial leadership on employee innovative behavior.

This research primarily aims to study the role of leader-member exchange (LMX) in frontline employees' (FLEs) innovative behaviors, whereby a mediating effect of employee happiness is proposed in this relationship. The moderating effect of service climate is also examined on the indirect effect of LMX on innovative behaviors through happiness.

The study used a sample of 303 FLEs working in various service organizations in the United Arab Emirates (UAE). Structural equation modeling was used to test the proposed model.

The findings show that LMX has a positive and significant effect on FLEs' innovative behaviors and that employee happiness is an intervening variable. Service climate moderates the indirect effect of LMX on FLEs' innovative behaviors through happiness, and the effect is stronger in a low (unsupported) service climate.

The findings of this research provide prescriptive insights into the critical role of supervisory behavior in FLEs' innovative service behaviors and how positive emotions contribute to employees' willingness to innovate. Thus, these findings make a unique contribution to research in service management.

Studies examining how and when LMX can affect FLEs' innovative behaviors are limited. These findings offer new insights into the relative importance of supervisor and organizational support (service climate) in FLEs' innovative behaviors. The interaction effect of LMX and service climate has not been previously examined along with positive employee affect (happiness) and innovative behaviors.