TY - GEN
T1 - A Daily Diary Investigation of the Impact of Leaders’ Recognition on Innovative Work Behavior
AU - Van den Brand, Wilfred
AU - Nikolova, Irina
AU - Caniels, Marjolein C.J.
PY - 2023
Y1 - 2023
N2 - Building on affective events theory and broaden and build theory, we examine the indirect effect of daily leaders’ recognition behavior on daily innovative work behavior (IWB, measured with idea generation, idea promotion, and idea application), via daily positive affect. In addition, we tap into the work conditions that emerged after the COVID-19 outbreak, by investigating the moderating role of daily work-related isolation. To test the hypotheses, a diary study was conducted. Data was collected from 39 Dutch employees who completed a daily questionnaire during ten consecutive working days, delivering 231 daily observations. Results largely supported our hypothesis, suggesting an indirect effect of daily leaders’ recognition on daily innovative work behavior through daily positive affect for two of the three dimensions (i.e., for idea promotion and idea application, but not for idea generation). In addition, daily work-related isolation moderated the relationship between daily positive affect and daily idea promotion and daily idea application. Moreover, the indirect positive effect of daily leaders' recognition on both daily idea promotion and daily idea application through daily positive affect was only significant for the low levels of daily isolation. Theoretical and practical implications are discussed.
AB - Building on affective events theory and broaden and build theory, we examine the indirect effect of daily leaders’ recognition behavior on daily innovative work behavior (IWB, measured with idea generation, idea promotion, and idea application), via daily positive affect. In addition, we tap into the work conditions that emerged after the COVID-19 outbreak, by investigating the moderating role of daily work-related isolation. To test the hypotheses, a diary study was conducted. Data was collected from 39 Dutch employees who completed a daily questionnaire during ten consecutive working days, delivering 231 daily observations. Results largely supported our hypothesis, suggesting an indirect effect of daily leaders’ recognition on daily innovative work behavior through daily positive affect for two of the three dimensions (i.e., for idea promotion and idea application, but not for idea generation). In addition, daily work-related isolation moderated the relationship between daily positive affect and daily idea promotion and daily idea application. Moreover, the indirect positive effect of daily leaders' recognition on both daily idea promotion and daily idea application through daily positive affect was only significant for the low levels of daily isolation. Theoretical and practical implications are discussed.
U2 - 10.5465/AMPROC.2023.15853abstract
DO - 10.5465/AMPROC.2023.15853abstract
M3 - Conference article in proceeding
VL - 2023
BT - Academy of Management Proceedings
PB - Academy of Management
ER -