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The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior

  • Gerhard Messmann*
  • , A.T. Evers
  • , Karel Kreijns
  • *Corresponding author for this work

    Research output: Contribution to journalArticleAcademicpeer-review

    Abstract

    The aim of this contribution was to investigate predictors of innovative work behavior (IWB) in nonprofit organizations.
    For instance, in schools, innovative solutions are crucial as the
    quality of education and therefore the schools' competitiveness
    depends on their ability to keep pace with technological,
    economic, and societal transformations. We addressed this
    issue in a quantitative study with 130 teachers in Dutch secondary
    schools employing a time-lag design. In accordance
    with self-determination theory, we investigated the role of
    transformational leadership for enhancing IWB and the role of
    basic psychological needs satisfaction in mediating this relationship.
    By employing structural equation modeling, we
    found that transformational leadership was positively related
    to the satisfaction of the teachers' needs for autonomy and
    competence. Furthermore, the satisfaction of the need for
    competence positively predicted teachers' IWB. In addition,
    perceived competence fully mediated the relationship
    between transformational leadership and teachers' IWB.
    Accordingly, persons with leadership responsibilities should
    adopt a transformational leadership style and motivate their
    employees by providing individual attention, intellectual stimulation,
    and encouragement for goal striving. Specifically,
    leaders may provide feedback on employees' innovative ideas
    and their strategies for realizing innovative solutions, thus
    helping them to become increasingly confident about what they can achieve and improve concerning their contributions
    to innovation development. For human resource development
    (HRD) professionals, our findings imply that efforts toward
    leadership training and development (e.g., training, coaching,
    and mentoring) should incorporate knowledge and practical
    experiences about transformational leadership as well as its
    role for employees' IWB and their contributions to organizational
    and professional development.
    Original languageEnglish
    Pages (from-to)29-45
    Number of pages17
    JournalHuman resource development quarterly
    Volume33
    Issue number1
    Early online date9 Jun 2021
    DOIs
    Publication statusPublished - Mar 2022

    Keywords

    • CREATIVITY
    • INTRINSIC MOTIVATION
    • JOB DEMANDS
    • MANAGEMENT
    • MEDIATING ROLE
    • MODELS
    • ORGANIZATIONS
    • RESOURCE
    • SELF-DETERMINATION THEORY
    • TEACHERS
    • basic psychological needs satisfaction
    • innovative work behavior
    • time-lag design
    • transformational leadership

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