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

Author

Listed:
  • Afsaneh Bagheri
  • Morteza Akbari
  • Armin Artang

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.

Suggested Citation

  • Afsaneh Bagheri & Morteza Akbari & Armin Artang, 2020. "How does entrepreneurial leadership affect innovation work behavior? The mediating role of individual and team creativity self-efficacy," European Journal of Innovation Management, Emerald Group Publishing Limited, vol. 25(1), pages 1-18, December.
    • Handle: RePEc:eme:ejimpp:ejim-07-2020-0281
    DOI: 10.1108/EJIM-07-2020-0281
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