Leader-Member Exchange and Innovative Behavior The Mediating Role of Psychological Empowerment

被引：77

作者：

Schermuly, Carsten Christoph ^{[1
]}

Meyer, Bertolt ^{[2
]}

Dammer, Lando ^{[3
]}

机构：

[1] SRH Univ Berlin, D-10587 Berlin, Germany

[2] Univ Zurich, CH-8006 Zurich, Switzerland

[3] Univ Maastricht, Maastricht, Netherlands

来源：

JOURNAL OF PERSONNEL PSYCHOLOGY | 2013年 / 12卷 / 03期

关键词：

leader-member-exchange; psychological empowerment; innovative work behavior; TRANSACTIONAL LEADERSHIP; MODERATING ROLE; PERFORMANCE; MODEL; ANTECEDENTS; JOB; CONSEQUENCES; MULTILEVEL; IMPACT; DETERMINANTS;

D O I：

10.1027/1866-5888/a000093

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

This study investigates the process underlying the relationship between leadership and employees' innovative workplace behavior. By combining findings from leader-member exchange (LMX) theory and from research on psychological empowerment, we propose that empowerment mediates the effects of LMX on innovative behavior. We tested the proposed process model with a structural equation model based on a time-lagged questionnaire study with a sample of 225 employees. This design allowed us to investigate the proposed effects under control of the temporal stability of innovative behavior. In partial support of the hypotheses, the model revealed a full mediation of LMX on subsequent innovation behavior via psychological empowerment. The indirect effect was significant even when controlling for the stability of innovative behavior over time.

引用

页码：132 / 142

页数：11

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