Leader-Member Exchange and Innovative Behavior: The Mediating Role of Psychological Empowerment

This study investigates the process underlying the relationship between leadership and employees' innovative workplace behavior. By combining findings from leader-member exchange (LMX) theory and from research on psychological empowerment, we propose that empowerment mediates the effects of LMX...

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Bibliographic Details
Published in:Journal of personnel psychology 2013, Vol.12 (3), p.132-142
Main Authors: Schermuly, Carsten Christoph, Meyer, Bertolt, Dämmer, Lando
Format: Article
Language:English
Subjects:
Empowerment
Female
Human
Innovation
Leader Member Exchange Theory
Leadership Style
Male
Supervisor Employee Interaction
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Summary:This study investigates the process underlying the relationship between leadership and employees' innovative workplace behavior. By combining findings from leader-member exchange (LMX) theory and from research on psychological empowerment, we propose that empowerment mediates the effects of LMX on innovative behavior. We tested the proposed process model with a structural equation model based on a time-lagged questionnaire study with a sample of 225 employees. This design allowed us to investigate the proposed effects under control of the temporal stability of innovative behavior. In partial support of the hypotheses, the model revealed a full mediation of LMX on subsequent innovation behavior via psychological empowerment. The indirect effect was significant even when controlling for the stability of innovative behavior over time.
ISSN:1866-5888
2190-5150
DOI:10.1027/1866-5888/a000093