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Related Experiment Video

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The Innovation Arena: A Method for Comparing Innovative Problem-Solving Across Groups
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Authentic Leadership and Employees' Innovative Behaviour: A Multilevel Investigation in Three Countries.

Mariola Laguna1, Karolina Walachowska2, Marjan J Gorgievski-Duijvesteijn3

  • 1Institute of Psychology, The John Paul II Catholic University of Lublin, 20-950 Lublin, Poland. laguna@kul.pl.

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Authentic leadership by firm owners boosts employee innovation through increased personal initiative and work engagement. This study highlights leadership

Keywords:
authentic leadershipbusiness ownersentrepreneurshipinnovationinnovative behaviourleadershipmultilevel analysispersonal initiativework engagement

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Area of Science:

  • Organizational Behavior
  • Management Science
  • Psychology

Background:

  • Employee innovativeness is crucial for firm competitiveness and societal progress.
  • Understanding the drivers of employee innovative behavior is essential for organizations.
  • Authentic leadership is increasingly recognized as a key factor in organizational success.

Purpose of the Study:

  • To investigate the relationship between authentic leadership of entrepreneurial firm owners and their employees' innovative behavior.
  • To examine the mediating roles of employees' personal initiative and work engagement in this relationship.
  • To explore potential cross-national differences in employee innovative behavior.

Main Methods:

  • A multilevel study was conducted involving 711 employees from 85 small firms across the Netherlands, Poland, and Spain.
  • Data were collected on employees' perceptions of their leaders' authentic leadership, their personal initiative, work engagement, and innovative behavior.
  • Multilevel modeling was employed to test the proposed conceptual model and hypotheses.

Main Results:

  • The study confirmed that authentic leadership positively influences employees' personal initiative and work engagement.
  • Higher levels of personal initiative and work engagement were associated with increased employee innovative behavior.
  • A cross-national difference was found, with Spanish employees reporting lower innovative behavior compared to Dutch and Polish employees.

Conclusions:

  • Authentic leadership is a significant predictor of employee innovation, mediated by personal initiative and work engagement.
  • Interventions aimed at enhancing authentic leadership, leader-subordinate relationships, and employee personal initiative can foster innovation.
  • Cross-national contexts may influence the expression of employee innovative behavior.