An empirical study on the effects of leader behaviour and resilience on innovative work behaviour

As the Fourth Industrial Revolution unfolds, innovation is becoming increasingly critical to ensure business success. Knowledge Workers (KWs) are integral to providing competitive advantage in a knowledge-driven economy. Using a theoretical model developed from existing literature, this study examines the effect of Leader Behaviour (LB) and Resilience (R) on Innovative Work Behaviour (IWB). A survey measuring LB, R and IWB was administered to 120 selected SA KWs. The model was validated using Ordinary Least Squares Regression analysis. It was proven that LB and R have significant, positive relationships with IWB. Influence-based Leadership related positively to IWB Idea Realization (IR), and Transformational Leadership related negatively to IWB IR. Transactional Leadership related positively to R. Influence-based leadership behaviours such as identifying with the KW, sharing expert knowledge, granting work autonomy and providing support for innovation improved IWB. Transactional Leadership describes a task-oriented approach which spells out expectations and grants performance rewards. This cultivates a positive attitude towards challenges and emphasizes beneficial outcomes instead of consequences of failure. Managers should engage in Influence-based Leadership and Transactional Leadership to promote IWB. Transformational Leadership behaviour such as idealized influence, inspirational motivation, intellectual stimulation and individualized consideration should be avoided as it lowered IWB. Respondents showed lower levels of IWB Idea Promotion as compared to IWB Idea Generation and IWB IR. Idea promotion is therefore an area of improvement for KWs.