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Article
Publication date: 12 March 2024

Nasib Dar, Yasir Mansoor Kundi and Waheed Ali Umrani

This study examines the relationship between leader–member exchange (LMX) and employee discretionary work behaviors in terms of job crafting, innovative work behavior and…

Abstract

Purpose

This study examines the relationship between leader–member exchange (LMX) and employee discretionary work behaviors in terms of job crafting, innovative work behavior and knowledge-sharing behavior by focusing on the mediating role of psychological safety.

Design/methodology/approach

Multi-source and multi-wave data were collected from 284 employees in the banking sector of Pakistan.

Findings

The findings reveal a positive relationship between LMX and psychological safety. Psychological safety, in turn, is positively related to discretionary work behaviors (i.e. job crafting, innovative work behavior and knowledge-sharing behavior). Moreover, psychological safety fully mediates the relationship between LMX and discretionary work behaviors.

Originality/value

Drawing upon the conservation of resources (COR) theory, this study introduces psychological safety as a mediating mechanism in the relationship between LMX and three important discretionary work behaviors.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 8 January 2024

Nasib Dar, Saima Ahmad, Kamal Badar and Yasir Mansoor Kundi

This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates…

Abstract

Purpose

This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.

Design/methodology/approach

The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.

Findings

The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.

Originality/value

To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.

Details

International Journal of Conflict Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1044-4068

Keywords

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