How does entrepreneurial leadership affect innovation work behavior? The mediating role of individual and team creativity self-efficacy

Abstract

PurposeThis paper explored the ways through which entrepreneurial leadership practices of chief executive officers (CEOs) enhance their employees' innovation at workplace in knowledge-based firms. Building on social cognitive theory and resource-based view of firms, this paper argues that entrepreneurial leadership fosters employees' innovation work behavior by enhancing their individual and team creativity self-efficacy.Design/methodology/approachThe sample was selected from knowledge-based firms in Iran using the simple random sampling method. Two mediation models were tested using data from 41 CEOs and 207 employees in two separate phases.FindingsThe analysis supported that CEOs' entrepreneurial leadership improves their employees' innovation work behavior through enhancing their individual and team creativity self-efficacy.Originality/valueThe research contributes motivational and enabling mechanisms at both individual and team levels that entrepreneurial leaders use to improve employees' innovation work behavior in the context of knowledge-based firms. The findings may assist managers and business leaders in effectively leading innovation process.