How Leadership and Public Service Motivation Enhance Innovative Behavior

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Main author: Miao, Qing
Other authors: Newman, Alexander
Schwarz, Gary
Cooper, Brian
Format: Journal Article           
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id eprints-24101
recordtype eprints
institution SOAS, University of London
collection SOAS Research Online
language English
language_search English
description Prior research has linked the innovative behavior of public sector employees to desirable outcomes, such as improved efficiency and higher public service quality. However, questions regarding the drivers of innovative behavior among employees have received limited attention. This study employs psychological empowerment theory to examine the underlying processes by which entrepreneurial leadership and public service motivation (PSM) shape innovative behavior among civil servants. Using three-wave data from 281 Chinese civil servants and their 59 department heads, entrepreneurial leadership is found to positively influence subordinates’ innovative behavior by enhancing two dimensions of psychological empowerment: meaning and impact. Additionally, PSM was found to influence subordinates’ innovative behavior by enhancing the dimensions of meaning and competence. Our findings suggest that to facilitate innovative behavior amongst employees, public organizations should consider introducing training that encourages leaders to serve as entrepreneurial role models and recruit employees with high levels of PSM.
format Journal Article
author Miao, Qing
author_facet Miao, Qing
Newman, Alexander
Schwarz, Gary
Cooper, Brian
authorStr Miao, Qing
author_letter Miao, Qing
author2 Newman, Alexander
Schwarz, Gary
Cooper, Brian
author2Str Newman, Alexander
Schwarz, Gary
Cooper, Brian
title How Leadership and Public Service Motivation Enhance Innovative Behavior
publisher Wiley
publishDate 2018
url https://eprints.soas.ac.uk/24101/

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