Employee Empowerment and Innovative Work Behavior

The Moderating Role of Leader-Member Exchange

https://doi.org/10.33215/sjom.v3i5.421

Authors

Keywords:

Employee Empowerment, Leader-Member Exchange, Innovative Work Behaviour

Abstract

Purpose: This paper seeks to address the moderating effect of leader-member exchange on the link between employee empowerment and innovative work behavior.

Design/Methodology: The study draws on the causal-comparative research design, and employs paper-based self-administered questionnaires to gather data from a sample of 470 employees drawn from manufacturing firms in Kenya. This sample is part of a population of 9915 employees and has been narrowed down using Yamane’s formula. The study employs stratified and simple random sampling techniques to constitute the required sample of employees.

Findings: The results indicate that employee empowerment and Leader-Member Exchange positively and significantly affect innovative work behavior. The results further reveal that Leader-member exchange significantly moderates the link between employee empowerment and innovative work behavior.

Practical Implication: The findings of this study provide an avenue through which managers of manufacturing firms can identify constructs that best explain innovative work behavior, especially during challenging times such as this time of Covid 19 pandemic. The results of this study provides managers with opportunities to come up with techniques, policies and strategies to improve relationship between employees and their supervisors for purposes of improved productivity, employee loyalty and reduced conflicts.

Originality/Value: The study makes a novel attempt to show the moderating influence of leader–member exchange in the context of employee empowerment and innovative work behavior in manufacturing firms in Kenya. Moreover, the study underscores the importance of leader-member exchange in employees’ innovative behavior, which is vital knowledge in tough times like the current uncertainty caused by the covid-19 pandemic.

Downloads

Download data is not yet available.
Dimensions

Abuzaid, A. N. (2018). Employees’ Empowerment and its Role in Achieving Strategic Success: A Practical Study on Jordanian Insurance Companies. Jordan Journal of Business Administration, 14(4).

Aghion, P., Boulanger, J., & Cohen, E. (2011). Rethinking industrial policy.

Alkhodary, D. (2016). The relationship between employees’ empowerment and innovative work behavior. International Journal of Managerial Studies and Research (IJMSR), 4(2), 1-15.

Alsughayir, A. (2017). The effect of leader-member exchange on innovative work behavior in the Saudi hospitality. International Journal of Business and Management, 12(6), 2017.

Bibi, A., & Afsar, B. (2018). Leader-member exchange and innovative work behavior: The role of intrinsic motivation, psychological empowerment, and creative process engagement. Perspectives of Innovations, Economics and Business, 18(1), 25-43.

Birkenmeier, B. J., & Sanséau, P.-Y. (2016). The relationships between perceptions of supervisor, trust in supervisor and job performance: A study in the banking industry. Journal of Applied Business Research (JABR), 32(1), 161-172.

Brownlee, D. (2020). 7 Leadership Traits for the Post COVID-19 Workplace. from https://www.forbes.com/sites/danabrownlee/2020/05/07/7-leadership-traits-for-the-post-covid-19-workplace/#3efc5fb52d4d

Busara, G. C. (2016). Impact of Employees Empowerment on Organization Performance: A Case Study of Government Procurement Service Agency. The Open University of Tanzania.

Carmeli, A., & Schaubroeck, J. (2007). The influence of leaders' and other referents' normative expectations on individual involvement in creative work. The Leadership Quarterly, 18(1), 35-48.

Carr, J. Z., Schmidt, A. M., Ford, J. K., & DeShon, R. P. (2003). Climate perceptions matter: A meta-analytic path analysis relating molar climate, cognitive and affective states, and individual level work outcomes. Journal of Applied psychology, 88(4), 605.

Crossan, M. M., & Apaydin, M. (2010). A multi‐dimensional framework of organizational innovation: A systematic review of the literature. Journal of management studies, 47(6), 1154-1191.

Dansereau Jr, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational behavior and human performance, 13(1), 46-78.

De Jong, J., & Den Hartog, D. (2010). Measuring innovative work behaviour. Creativity and innovation management, 19(1), 23-36.

De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behaviour. European Journal of innovation management.

De Jong, J. P., & Den Hartog, D. N. (2008). Innovative work behavior: Measurement and validation. EIM Business and Policy Research, 8(1), 1-27.

Deloitte. (2016). Integrated Annual Report Coöperatief Deloitte U.A.

Hayes, A. F. (2018). Partial, conditional, and moderated moderated mediation: Quantification, inference, and interpretation. Communication monographs, 85(1), 4-40.

Hu, S., & Zuo, B. (2007). The moderating effect of leader-member exchange on the job insecurity-organizational commitment relationship Integration and Innovation Orient to E-Society Volume 2 (pp. 505-513): Springer.

Ibua, M. (2017). Employee Empowerment and Performance of Public Universities in Kenya. Strategic Journal of Business & Change Management, 4.

KAM. (2018). Kenya Association of Manufacturers Manufacturing in Kenya under the "Big 4 Agenda"

KBG. (2018). Kenya Business Guide.

Korzilius, H., Bücker, J. J., & Beerlage, S. (2017). Multiculturalism and innovative work behavior: The mediating role of cultural intelligence. International Journal of Intercultural Relations, 56, 13-24.

Lee, K., Scandura, T., Kim, Y., Joshi, K., & Lee, J. (2012). Examining leader-member exchange as a moderator of the relationship between emotional intelligence and creativity of software developers.

Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of management, 24(1), 43-72.

Miano, R. (2019). Nurturing innovation key to Kenya’s growth. https://www.standardmedia.co.ke/business/article/2001346304/nurturing-innovation-key-to-kenya-s-growth

Nash, J. A. (2019). Developmental Factors Influencing Effective Leaders: A Life Story View of Executive Leadership Development. Emotions and Leadership (Research on Emotion in Organizations, 15, 225-245.

Ndegwa, T. (2015). Perceived relationship between employee empowerment and organizational performance among commercial banks in Kenya. University of Nairobi.

Ndemo, B., & Aiko, D. (2016). Nurturing Creativity and Innovation in African Enterprises: A Case Study on Kenya. Entrepreneurship-Practice-Oriented Perspectives, 21.

Ngugi, S. M. (2019). Big Four Agenda: Manufacturing: Jomo Kenyatta University of Agriculture and Technology.

O’Brien, P. (2014). Why strong employee/employer relationship is important and how to achieve this. Business 2 Community, 578-593.

Odero, J., Egessa, R., & Oseno, B. (2020). Influence of Employee Empowerment on Performance: Evidence from Deposit Taking SACCOs in Kenya.

Petter, J., Byrnes, P., Choi, D.-L., Fegan, F., & Miller, R. (2002). Dimensions and patterns in employee empowerment: Assessing what matters to street-level bureaucrats. Journal of public administration research and theory, 12(3), 377-400.

Radebe, P., & Dhurup, M. (2017). Employees’Commitment to their Supervisors and its influence on supervisory satisfaction and career satisfaction. International Journal of Business and Management Studies, 9(1), 147-162.

Riaz, S., Xu, Y., & Hussain, S. (2018). Understanding employee innovative behavior and thriving at work: A Chinese perspective. Administrative Sciences, 8(3), 46.

Rogers, E. (2003). Diffusion of innovations . Delran. NJ: Simon & Schuster. Schneider, L.(1971). Dialectic in sociology. American Sociological Review, 36, 667678.

Saldivar, M. (2012). A primer on survey response rate. Florida State University: Learning Systems Institute.

Saray, H., Patache, L., & Ceran, M. B. (2017). Effects of employee empowerment as a part of innovation management. Economics, Management and Financial Markets, 12(2), 88.

Saunders, M. L., & Lewis, P. (2009). P. & thornhill, a.(2009). Research methods for business students, 4.

Schwarzkopf, D. (2015). Re: Are there limitations when using AMOS or the PROCESS macro for SPSS to test for moderation? https://www.researchgate.net/post/Are_there_limitations_when_using_AMOS_or_the_PROCESS_macro_for_SPSS_to_test_for_moderation/5639cc9c6307d944a88b4575/citation/download

Scott, S. G., & Bruce, R. (1994). Creating innovative behavior among R&D professionals: the moderating effect of leadership on the relationship between problem-solving style and innovation. Paper presented at the Proceedings of 1994 IEEE International Engineering Management Conference-IEMC'94.

Stewart, H. M. (2012). Authentic leadership, leader-member exchange, and organizational citizenship behavior: A multilevel analysis.

Sullivan, C. (2017). The Moderating Effect of Leader-Member Exchange on the Relationship between Job Characteristics and Organizational Commitment.

Tastan, S., & Davoudi, S. M. M. (2015). An examination of the relationship between leader-member exchange and innovative work behavior with the moderating role of trust in leader: A study in the Turkish context. Procedia-Social and Behavioral Sciences, 181(11), 23-32.

Uzunbacak, H. H. (2015). The Impacts of Employee Empowerment on Innovation: A Survey on Isparta And Burdur Organized Industrial Zones. Journal of International Social Research, 8(37).

Van Breukelen, W., Schyns, B., & Le Blanc, P. (2006). Leader-member exchange theory and research: Accomplishments and future challenges. Leadership, 2(3), 295-316.

Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviors. The Leadership Quarterly, 21(5), 901-914.

Wangui, M. (2019). Key challenges holding back the manufacturing sector in Kenya.

Weigl, M., Stab, N., Herms, I., Angerer, P., Hacker, W., & Glaser, J. (2016). The associations of supervisor support and work overload with burnout and depression: A cross‐sectional study in two nursing settings. Journal of Advanced Nursing, 72(8), 1774-1788.

Wong Humborstad, S., I, Nerstad, C., GL, & Dysvik, A. (2014). Empowering leadership, employee goal orientations and work performance: A competing hypothesis approach. Personnel review, 43(2), 246-271.

Yamane, T. (1973). Statistics: An introductory analysis.

Published

2020-08-25

How to Cite

Kanake, M. K., & Kemboi, A. (2020). Employee Empowerment and Innovative Work Behavior: The Moderating Role of Leader-Member Exchange. SEISENSE Journal of Management, 3(5), 13-23. https://doi.org/10.33215/sjom.v3i5.421