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Employee Leadership Emergence and His/Her Own Innovative Behavior: Role-Based Emotional Experience as Mediator
Tianwen Liu1,2, Guangsheng Zhang1,3
1Business School, Faculty of Economics, Liaoning University, Shenyang 110036, China.
Behavioral Sciences (Basel, Switzerland)
|April 26, 2025
Summary
Employee leadership emergence boosts innovation by enhancing a sense of power. Self-efficacy amplifies this effect, fostering mutual growth for employees and businesses in today's volatile environment.
Area of Science:
- Organizational Behavior
- Management Science
- Innovation Studies
Background:
- Companies increasingly seek employee leadership and innovative behavior for sustainable growth in a volatile, uncertain, complex, and ambiguous (VUCA) world.
- The relationship between employee leadership emergence and innovative behavior, crucial for firm innovation, remains underexplored.
- Understanding how employee leadership influences informal leader innovation is key to achieving mutual employee and enterprise growth.
Purpose of the Study:
- To investigate the relationship between employee leadership emergence and informal leader innovative behavior.
- To explore the mediating role of sense of power and the moderating role of self-efficacy in this relationship.
- To provide insights for fostering sustainable growth through employee leadership and innovation.
Main Methods:
- A moderated mediation model was constructed from the perspective of leadership role activation.
- Data were collected from 304 paired samples in technology companies in Guangzhou, China.
- Statistical analysis was employed to test the proposed model and hypotheses.
Main Results:
- Employee leadership emergence positively influences informal leader innovative behavior through the sense of power.
- Employee self-efficacy moderates this relationship, strengthening the positive impact of leadership emergence on innovative behavior.
- The findings support the moderated mediation model, highlighting the interplay between leadership, power, self-efficacy, and innovation.
Conclusions:
- Employee leadership emergence is a significant driver of informal leader innovative behavior, mediated by the sense of power.
- Self-efficacy plays a crucial role in amplifying the positive effects of employee leadership emergence on innovation.
- Organizations can leverage employee leadership emergence and enhance self-efficacy to foster innovation and achieve sustainable growth.
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