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

Dados Bibliográficos

ID13919476
AutoresYue Yu (0000-0003-3991-964X, Northeastern University, autor correspondente), Guodong Yang (0000-0002-9533-2555, Dalian Maritime University)
Ano2022
Volume50
Fascículo2
Páginas1-8
Data de publicação2022-02-09
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoSocial Behavior and Personality An International Journal (JOURNAL)
Identificadores do periódicoISSN: 0301-2212 • E-ISSN: 1179-6391
EditoraScientific Journal Publishers Limited (PUBLISHER)
DOI10.2224/sbp.10986
OpenAlexW4213266225
IdiomaEN
Referências 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