How does entrepreneurial leadership affect innovation work behavior? The mediating role of individual and team creativity self-efficacy

Afsaneh Bagheri, Morteza Akbari and Armin Artang

European Journal of Innovation Management, 2020, vol. 25, issue 1, 1-18

Abstract: Purpose - This paper explored the ways through which entrepreneurial leadership practices of chief executive officers (CEOs) enhance their employees' innovation at workplace in knowledge-based firms. Building on social cognitive theory and resource-based view of firms, this paper argues that entrepreneurial leadership fosters employees' innovation work behavior by enhancing their individual and team creativity self-efficacy. Design/methodology/approach - The sample was selected from knowledge-based firms in Iran using the simple random sampling method. Two mediation models were tested using data from 41 CEOs and 207 employees in two separate phases. Findings - The analysis supported that CEOs' entrepreneurial leadership improves their employees' innovation work behavior through enhancing their individual and team creativity self-efficacy. Originality/value - The research contributes motivational and enabling mechanisms at both individual and team levels that entrepreneurial leaders use to improve employees' innovation work behavior in the context of knowledge-based firms. The findings may assist managers and business leaders in effectively leading innovation process.

Keywords: Entrepreneurial leadership; Innovation work behavior; Individual creative self-efficacy; Team creativity self-efficacy; Knowledge-based firms (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ejimpp:ejim-07-2020-0281

DOI: 10.1108/EJIM-07-2020-0281

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