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What leader behaviors evoke employee innovative work behavior in Asia? Validation of a new survey scale

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  • Tan, Amy B. C.
  • van Dun, Desirée H.
  • Wilderom, Celeste P. M.

Abstract

In Asian workplaces, effective innovative work behavior (IWB) presents challenges. Knowledge on how Asian leaders can promote employee IWB through their behavioral repertoire is needed. This assumption prompted us to develop and validate the so-called Innovative Leader Survey (ILS), covering a repertoire of leader behaviors by which employee IWB is stimulated in Asia. Study 1 interviewed 60 high-performing leaders and employees on such behaviors, bringing forth three leader-behavioral dimensions and survey items for fostering employee idea generation, promotion, and implementation, labeled Envisioning, Energizing, and Enabling. Study 2 involved 1,037 survey respondents through which we validated these three sets of specific leader behaviors. Study 3, with 287 respondents, established ILS’s discriminant validity while all of its 11 operationalized leader behaviors were found to predict their followers’ IWB after 4 months. Future research with the ILS is proposed to enrich theory and empirical research on the relationship between effective leadership and employees’ IWB in Asian organizations.

Suggested Citation

  • Tan, Amy B. C. & van Dun, Desirée H. & Wilderom, Celeste P. M., 2025. "What leader behaviors evoke employee innovative work behavior in Asia? Validation of a new survey scale," Journal of Management & Organization, Cambridge University Press, vol. 31(1), pages 144-172, January.
    • Handle: RePEc:cup:jomorg:v:31:y:2025:i:1:p:144-172_9
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