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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.

The main intension of this paper is to challenge the dominance of emotional labour in professional nursing.

The article begins by evaluating the central conceptual and definitional aspects of emotional labour, emotion work and emotional work. The purpose of this discussion is to argue against the false public and private dichotomy that has plagued emotional labour and emotion work. Second, it is proposed that the central and helpful defining aspects of emotional labour and emotion work are Marx's concepts of exchange‐value and use‐value. These defining attributes are used in conjunction with other re‐conceptualisations, which unite these terms in order to create more encompassing constructs that are useful for focusing on the waged and unwaged aspects of professional nurses' emotional work response behaviours. Finally, the use of emotional labour in professional nursing is contested on the grounds that the construct has limited theoretical and empirical utility for researching the complex nature of professional nurses' emotional work response behaviours.

It is recommended that a more robust encompassing concept needs to be developed, which accurately reflects the nature and complexity of professional nurses' waged and unwaged emotional work response behaviours, as they are important overlooked facets of behaviour that can be theoretically related to professional nurses' contextual performance.

The paper provides a better understanding of professional nurses' emotional work response behaviours, which benefit nursing research and practice by drawing on other areas of theory and research.

The purpose of this paper is to examine the impact of workplace bullying on innovative work behavior and neglect with defensive silence as a mediator. The study further examines if the presence of friendship networks in the workplace can weaken the negative impact of workplace bullying.

Data were collected through self-report questionnaires from 835 full-time Indian managerial employees working in different Indian organizations.

Results revealed that workplace bullying negatively related to innovative work behavior and positively related to neglect. Defensive silence mediated bullying–outcomes relationships and effects of workplace bullying on proposed outcomes were weaker in the presence of high workplace friendship.

A cross-sectional design and use of self-reported questionnaire data are few limitations of this study.

The study extended the current research stream of workplace bullying to one of the underrepresented developing Asian countries, India. The study also contributes in terms of its sample characteristics as it covers managerial employees working across different organizations.

Studies have reported negative effects of felt accountability on employees' extra-role behavior. Deviating from that focus, this study proposes that leadership plays a role in shaping the implications of felt accountability for employees' extra-role behavior. We propose that under high transformational leadership, felt accountability can motivate employees to engage in task-relevant information elaboration and facilitate innovative work behavior, a form of extra-role behavior that seeks to improve the work environment.

We conducted a pilot study to validate measurements of felt accountability and task-relevant information elaboration in a sample of 202 employees. We then conducted the main study using a time-lagged, multisource survey design with a sample of 120 supervisor–employee pairs.

The results from the main study reveal that the association between felt accountability and task-related information elaboration is positive and stronger when transformational leadership is higher. Furthermore, task-relevant information elaboration positively predicts innovative work behavior. Finally, when transformational leadership is higher, the mediation effect of task-relevant information elaboration on the association between felt accountability and innovative work behavior is stronger.

Our study indicates that felt accountability can have positive implications for employees' extra-role behavior contingent on leadership styles. In contrast to previous studies that emphasize the negative implications of felt accountability on employees' behavior, our study depicts when and why felt accountability can have positive implications on employees' behavior.

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.

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.

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.

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

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.

Drawing from conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ job satisfaction and helping behaviour, and, particularly, how it may be moderated by two personal resources (work meaningfulness and collectivistic orientation) and one organisational resource (organisational support).

Quantitative data were collected from a survey administered to employees and their supervisors in a Pakistani-based organisation.

The usefulness of job satisfaction for stimulating helping behaviour is greater when employees believe that their work activities are meaningful, emphasise collective over individual interests, and believe that their employer cares for their well-being.

The results inform organisations about the circumstances in which they can best leverage employees’ positive job energy, which arises from their job satisfaction, to encourage their voluntary assistance of other organisational members.

This study extends research on positive work behaviours by examining the concurrent roles that job satisfaction and several contingent factors play in promoting employee helping behaviour. In particular, it highlights the invigorating effects of these factors on the usefulness of the enthusiasm that employees feel about their job situation for increasing their willingness to extend help to other members, on a voluntary basis.

The purpose of this paper is to posit and empirically demonstrate that positive and negative leader behaviors have a linear relationship with subordinate outcomes. The authors challenge this notion, and test a model where leader positive and negative behaviors have a curvilinear relationship (inverse-U shaped) with subordinate job satisfaction.

Cross-sectional design, based on a sample of 131 employees working across organizations and industries in the USA. Subordinates provided information on all study measures.

The authors show that higher levels of positive and negative behaviors from the leader will not generate a corresponding linear increase in employees’ satisfaction. Instead, the relationship is non-linear, with diminishing returns in subordinate job satisfaction for positive leader behaviors and higher ones for negative leader behaviors. In addition, subordinates with high levels of hardiness are more satisfied with positive leader behaviors, and report less dissatisfaction with negative leader behaviors.

Limitations are cross-sectional design, self-reported data, measurement of a limited number of leader behaviors as representative of leader positive and negative behaviors, and focus on only one dependent construct (subordinate job satisfaction).

Above a certain point, leaders’ positive behaviors have limited effect on increasing subordinates’ job satisfaction. Likewise, leaders’ negative behaviors decrease subordinates’ job satisfaction only above specific levels of leader behaviors.

The authors challenge this notion of linearity by theorizing and demonstrating that subordinates’ job satisfaction is influenced by leader positive and negative behaviors in non-linear relationship characterized by an inverse-U-shaped and a specific increase and decrease pattern.

This study aims to examine the relationships among leader‐member exchange (LMX), innovative work behaviour (IWB), and intention to quit. The mediating role of work engagement is tested within the relationship of LMX, IWB, and intention to quit.

Respondents to a survey were 979 Indian managerial employees working in six service sector organisations in India. Structural equation modelling was used to test hypothesised relationships.

Results suggest quality of exchanges between employees and their immediate supervisors influences engagement. Work engagement correlates positively with innovative work behaviour and negatively with intention to quit. Work engagement mediates the relationship between LMX and innovative work behaviour, and partially mediates intention to quit.

A cross‐sectional design and use of self‐reported questionnaire data is a limitation of this study. Since the study focuses only on service‐sector organisations, the results of this study should be interpreted with caution.

This study makes important theoretical contributions in three ways. In the domain of work engagement, it addresses factors that influence employee engagement and its outcomes. It expands knowledge about organisational resources that foster work engagement. For LMX, this study complements existing research by investigating work engagement as an outcome. Identifying LMX and work engagement as antecedents of innovative work behaviour, it also extends research in that domain. An important contribution is positioning work engagement as a means through which job resources are linked to employee outcomes. The study is also a rare examination of the Indian context.

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.

It has been established that innovation is determined by leadership and personality characteristics. Further inquiry in this line of research is encouraged. Accordingly, the authors propose inter-correlations between personality, leadership, innovation and job design characteristics. The purpose of this paper is to understand how proactive personality and leader member exchange can derive innovative work behavior, in employees of telecommunication industry, by increasing task feedback and task significance.

A deductive approach was used to propose hypotheses. Objective data were collected through a cross sectional survey of 292 samples from three large multinational telecommunication companies located in Islamabad (Pakistan). The survey instrument was a 25-item questionnaire adopted from previously developed and well-validated scales used by prior researches. The survey yielded findings in support of proposed hypotheses of the study.

Hierarchical regression analysis yielded findings, which suggested that proactive personality and leader member exchange (LMX) both have a strong positive relationship with innovative work behavior (IWB). Furthermore, task significance and task feedback were found to moderate the aforementioned relationships such that strong leader member exchange and proactive personalities resulted in increased innovative work behavior at higher levels of task feedback and task significance.

The managers can raise their innovation enhancing strategies one step higher by integrating it with enhanced task feedback and significance. This can be done while working on the relationship of their employees with the leaders/managers and by encouraging proactive personalities at work. Infusing the proposed integrated and holistic framework, of innovative behavior, into their organizations will lead to better retention of key employees, higher job satisfaction and increased loyalty.

This paper adds significance to the extant literature by examining proactive personality and LMX as determinants of innovative work behavior and the moderating impact of job design characteristics in the context of telecommunication companies, particularly from developing countries, such as Pakistan. To the authors’ knowledge, this is the first study that has tested the interplay between a relational concept of leadership (LMX), proactive personality, task significance and task feedback and the outcome variable innovative work behavior.