Psychological Capital, Autonomous Motivation and Innovative Behavior

A Study Aimed at Employees in Social Networks

Bibliographic Data

ID13647644
AuthorsCarlos Blasco-Giner (0000-0001-9071-2105, Department of Psychology EA4139, Université de Bordeaux, Bordeaux, France; WANT Research Team, Universitat Jaume I, Castelló de La Plana, Spain, corresponding author), Adalgisa Battistelli (0000-0002-4913-6609, Université de Bordeaux), Isabella Meneghel (0000-0001-9455-7317, Area of Psychology and Mint Health, International University of Catalonia, Barcelona, Spain), Marisa Salanova (0000-0001-7873-7078, Universitat Jaume I)
Year2023
Volume128
Issue4
Pages2620-2648
Publication date2023-06-13
Open AccessYes
TypeARTICLE
VenuePsychological Reports (JOURNAL)
Journal identifiersISSN: 0033-2941 • E-ISSN: 1558-691X
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/00332941231183614
PMID37311221
OpenAlexW4380446544
LanguageEN
Citations received2
References cited94

The present study investigates the relationship between positive psychological capital (PsyCap) and innovative work behavior (IWB), as mediated by autonomous motivation and participative leadership moderation. The study was conducted on a sample of 246 employees from various public and private organizations, recruited through different social networks. The moderated mediation analysis provided evidence about the impact of employees' PsyCap on their innovative behavior at work. This behavior will be higher when individual factors (PsyCap) and social factors (participative leadership) interact with one of the most self-determined forms of motivation. Our findings highlight the importance of the individual's positive psychological capital in activating the resources and motivation, necessary to develop innovative behavior in employees, thus achieving organizational success in today's dynamic and competitive business environment. The results also confirmed the moderating effect of participative leadership on the relationship between autonomous motivation and innovative behavior of employees, supporting that the relationship will be stronger when participative leadership is higher. Theoretical and practical implications are discussed, as well as limitations and suggestions for future studies

Mediation · Moderation · Positive psychological capital · Social capital · Sociology · Job Satisfaction and Organizational Behavior · Psychological and Temporal Perspectives Research · Psychological Well-being and Life Satisfaction · Psychology · Social Psychology

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