Incremental and radical idea generation: Examining a moderated mediation model of feedback seeking, emotional intelligence, and leader-member exchange

Employees’ innovative work behavior is critical to creating a sustainable competitive advantage for public and private organizations. There is a missing puzzle piece in the linkage of leader-member exchange and idea generation, a dimension of innovative work behavior. Based on the social exchange theory, this study aims to investigate how and when leader-member exchange relationships may contribute a positive influence on employees’ incremental and radical idea generation through feedback-seeking behavior. In addition, this study proposed a moderated mediation model to test emotional intelligence as a potential moderator. Purposive sampling was applied to select a sample of 63 dyads at a telecommunication company with unique “talent-first” culture in Hong Kong. Supervisor and subordinate participants responded to an online questionnaire. Data were analyzed by using Hayes PROCESS Marco with SPSS. Factor analysis was employed to assess all study variables. The hypothesized mediation model and moderation models were respectively examined with Model 4 and Model 7. The results showed that leader-member exchange had a positive impact on incremental and radical idea generation. Positive and negative feedback-seeking behavior fully mediated the positive relationship between leader-member exchange and radical idea generation. The mediating effect of negative feedback-seeking behavior was stronger than that of positive feedback-seeking behavior. Emotional intelligence did not play a moderating role in the association between leader-member exchange and radical idea generation via positive or negative feedback-seeking behavior. However, emotional intelligence had a negative impact on positive and negative feedback-seeking behavior. This study answered the call for exploring potential mediators in the linkage between leader-member exchange and innovative behavior as a kind of adaptive performance. Little research has examined how leadership influences employees’ incremental and radical idea generation. This study is the first of its kind to empirically examine the roles and interrelationships of leader-member exchange and two desired forms of idea generation through two types of feedback-seeking behavior. Theoretical and managerial implications as well as future research directions are discussed at the end.

Name dc:type.qualificationname

phd

Level dc:type.qualificationlevel

doctoral

Grantor dc:publisher.institution

University of Wales Trinity Saint David

Year dc:date.issued

2023

Author dc:creator

• Li, Chi Kin Earnest

• H Gwyddorau Cymdeithasol (Cyffredinol)
• HD28 Rheoli. Rheoli Diwydiannol

Dc Identifier Grantnumber

UWTSD

OAI identifier oai:identifier

oai:repository.uwtsd.ac.uk:2637