The relationships between leadership, work engagement and employee innovative performance: empirical evidence from the Indian r&d context

Abstract

Integrating the behavioural theory of leadership with job demands–resources theory of engagement, the present study examines the process through which leadership impact R&D professionals’ innovative work behaviours and innovative performance (measured through peer-reviewed journal papers, patents, PhDs guided and keynote addresses delivered). Data from 467 scientists working in India’s largest civilian R&D organisation were collected and analysed using structural equation modelling. The study found that work engagement was positively related to innovative work behaviours as well as innovative performance. Leader behaviours had significant indirect effects on innovative work behaviours as well as innovative performance via work engagement. While the total effect of leadership on innovative work behaviours, the total effect was non-significant for innovative performance. Implications for theory and practice are discussed.