THE INFLUENCE OF SERVANT LEADERSHIP ON EMPLOYEE INNOVATIVE BEHAVIOR-BASED ON THE MEDIATING ROLE OF PSYCHOLOGICAL RESILIENCE
Keywords:
Servant leadership, Psychological Resilience, Employee Innovative BehaviorAbstract
In today's increasingly competitive and full of pressure and challenges, for those who have a positive psychological quality and ability of enterprises, to the inevitable difficulties and overcome obstacles in uncertain environment and have the huge thirst for high performance of employees, which makes the staff construction of positive psychological and mental toughness is very important. Servant leadership have a profound impact on employees through their characteristics. Employees fully trust the beliefs and values of the leader, unconditionally accept and obey the leader unconditionally, come along with the leader's behavior, and imitate the employee's strong sense of mission for the organization's goals and sense of responsibility. The unique leadership characteristics of servant leaders are the source of strength that influences employees, and have an important impact on employees' attitudes and innovation behaviors. Leaders should not only influence the behavior and performance of subordinates, but also mobilize their emotions, influence their inner psychology, and create an inspiring atmosphere in which employees are encouraged to contribute their talents to the enterprise more actively and give full play to their innovative potential. Therefore, from the perspective of the role of leadership to subordinates, this paper will explore how does servant leadership ultimately affect employees' ability to innovate by influencing their psychological resilience.
References
Akgiin, A.E., Byrne, J., Keskin, H., Lunn, G.S., & Imamoglu, S.Z. (2005). Knowledge networks in new product develpment projects: A transactive memory perspective. Information & Management, 42, 1105-1120.
Conger Jay, A., & Kanungo Rabindra, N. (1994). Charismatic leadership in organizations: Perceived behavioral attributes and their measurement. Journal of organizational behavior, 15(5), 439452.
Eisenberger, R., Jones, J.R., Stinglhamber, F., et al. (2005). Flow Experiences at Work: For High Need Achievers Alone?. Journal of Organizational Behavior, (26): 755-775.
Gomman, C. (2005). The importance of resilience. Time, 165(3), A52-A55.
Janssen, Onne., & Van, Yperen., Nico, W. (2004). Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of management journal, 47(3), 368-384.
Lovelace, K., Shapiro, D.L., & Weingart, L.R. (2001). Maximizing cross functional new product teams' invativeness and constraint adherence: a conflict communications perspective. Academy of Management Journal, 44(4): 779-793.
Luthans, F., Noman, S., Avolio, B., & Avey, J. (2008). The mediating role of psychological capital in the suppartive organizational climate-employee performance relationship. Journal of Organizational Behavior, 29(2): 219-248.
Luthans. Fred., Youssef Carolyn, M., & Avolio Bruce, J. (2006). Psychological capital Develop ing The human competitive edge: Oxford University Press.
Malecki, C.K., Demaray, M.K. (2002). Measuring perceived social support: Development of the child and adolescent Social support scales. Psychology in the Schools, 39(1).
Mongrain, Myriam., & Anselmo - Matthews, Tracy. (2012). Do Positive Psychology Exercises Work? A Replication of Seligman. Journal of Clinical Psychology, 68(4), 480-485.
Schneider, S.K., & George, W.M. (2011). Servant leadership versus transformational leadership in voluntary service organizations. Leadership & Organization Development Journal, 32(1): 6077.
Sosik, J.J., Godshalk, V.M. (2004). Transformational leadership, learning goal orientation, and expectations for career success in mentor-protégé relationships: A multiple levels of analysis perspective. The Leadership Quarterly.
