Zhongyong thinking, leader–member exchange, and employee innovative behavior

Datos Bibliográficos

ID13919476
AutoresYue Yu (0000-0003-3991-964X, Northeastern University, autor de correspondencia), Guodong Yang (0000-0002-9533-2555, Dalian Maritime University)
Año2022
Volumen50
Número2
Páginas1-8
Fecha de publicación2022-02-09
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaSocial Behavior and Personality An International Journal (JOURNAL)
Identificadores de la revistaISSN: 0301-2212 • E-ISSN: 1179-6391
EditorialScientific Journal Publishers Limited (PUBLISHER)
DOI10.2224/sbp.10986
OpenAlexW4213266225
IdiomaEN
Referencias citadas26

Innovative and creative employees are crucial for increasing organizations' competitive advantage. This study examined the relationship between Zhongyong thinking and employee innovative behavior, along with the mediating role of leader–member exchange (LMX). Participants were 275 subordinates and 61 supervisors employed at a large enterprise in China. We tested the proposed hypotheses with structural equation modeling based on a time-lagged survey. The results show that, as predicted, both Zhongyong thinking and LMX were positively related to subordinates' innovative behavior. Furthermore, LMX partially mediated the relationship between Zhongyong thinking and subordinates' innovative behavior. These findings point to the importance of both Zhongyong thinking and LMX for innovative behavior in an organization. Implications are discussed for research and practice

Management · Creativity in Education and Neuroscience · Job Satisfaction and Organizational Behavior · Organizational Leadership and Management Strategies · Psychology · Social Psychology