Entrepreneurial leadership and employee innovative behavior in the software development firms: do employees' epistemic curiosity and creative process engagement matter?

Purpose Building on self-determination theory, this study empirically examined the influence of entrepreneurial leadership (EL) style on employee innovative behavior (EIB) in the context of software development firms located in the twin cities of Pakistan (Rawalpindi and Islamabad). Design/methodology/approach For the present study, an employee survey (online questionnaire) was used for data collection. The data were collected through an adopted questionnaire by using emails and messaging applications. Structural Equation Modeling (PLS-SEM) was used to analyze data collected from 245 respondents. Findings The findings of this study delineate that entrepreneurial leadership positively and significantly influences employee innovative behavior. Moreover, the relationship between entrepreneurial leadership and employee innovative behavior was partially mediated by employee epistemic curiosity (EC) and creative process engagement (CPE). The sequential mediation by the employee epistemic curiosity and creative process engagement between the link of entrepreneurial leadership and employee innovative behavior was also confirmed. Practical implications In innovation-intensive organizations like software development firms, entrepreneurial leadership style can foster employee innovative behavior that is critical for organizational innovation success. This study provides information to the strategic leaders on how leadership behaviors can drive employee innovative behavior, particularly in the context of software development companies. Originality/value This study is an attempt to extend the scarce literature on the mechanisms through which leadership styles impact employee innovative behavior. Specifically, the mediating roles of employee epistemic curiosity and creative process engagement have been explored through a self-determination perspective.