Next Article in Journal
Development of a Carbon Emissions Analysis Framework Using Building Information Modeling and Life Cycle Assessment for the Construction of Hospital Projects
Previous Article in Journal
Impact Assessment of Timber Harvesting Operations for Enhancing Sustainable Management in a Secondary Atlantic Forest
Open AccessArticle

Servant Leadership and Innovative Behaviour: An Empirical Analysis of Ghana’s Manufacturing Sector

1
College of Business, Gachon University, Seongnam 13120, Korea
2
College of Global Business, Korea University, 2511 Sejong-ro, Sejong City 30019, Korea
*
Authors to whom correspondence should be addressed.
Sustainability 2019, 11(22), 6273; https://doi.org/10.3390/su11226273
Received: 11 October 2019 / Revised: 31 October 2019 / Accepted: 5 November 2019 / Published: 8 November 2019
In the competitive global market, innovation is vital to a firm’s longevity. To this end, organisations seek new and alternative ways to motivate employee innovation. This study examines the role of servant leadership as an antecedent to innovation. Drawing on the social identity model, this study examines the effect of servant leadership, team-member exchange (TMX) and perceived insider status on employee innovative behaviour. Primary data were collected from six manufacturing companies in Ghana. Using a sample of 213 employees and their immediate supervisors, a confirmatory factor analysis was conducted to test the discriminant validity of our measurement model. Hierarchical multiple regression was then used to determine direct and interaction effects, followed by bootstrapping tests to identify mediation and moderated mediation effects. The results showed that servant leadership and TMX are significantly related to perceived insider status. The bootstrapping indirect test and Sobel test demonstrated that perceived insider status mediates the relationship between servant leadership and innovative work behaviour. Moreover, the mediated relationship is only significant when TMX is low. This study empirically validated servant leadership as an antecedent to employee innovative behaviour. The findings demonstrated that perceived insider status is a mediating mechanism in this relationship, with TMX as its boundary condition. View Full-Text
Keywords: servant leadership; social identity theory; perceived insider status; team-member exchange; innovative work behaviour servant leadership; social identity theory; perceived insider status; team-member exchange; innovative work behaviour
Show Figures

Figure 1

MDPI and ACS Style

Opoku, M.A.; Choi, S.B.; Kang, S.-W. Servant Leadership and Innovative Behaviour: An Empirical Analysis of Ghana’s Manufacturing Sector. Sustainability 2019, 11, 6273.

Show more citation formats Show less citations formats
Note that from the first issue of 2016, MDPI journals use article numbers instead of page numbers. See further details here.

Article Access Map by Country/Region

1
Back to TopTop