The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya

Kanake Mercy Kananu; Kemboi Ambrose; Tenai Joel

doi:doi:10.11648/j.jbed.20200503.11

| Peer-Reviewed

The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya

Kanake Mercy Kananu, Kemboi Ambrose, Tenai Joel

Published in Journal of Business and Economic Development (Volume 5, Issue 3)

Received: 5 May 2020 Accepted: 8 June 2020 Published: 20 June 2020

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

This paper aimed to explore the mediating effect of employee engagement on the relationship between Leader-Member Exchange (LMX) on Innovative Work Behaviour (IWB) within Manufacturing Firms in Kenya. The study was based on a quantitative approach and a cross-sectional survey design. Data were collected using self-administered, closed-ended questionnaire using stratified and systematic sampling techniques from a sample size of 470 respondents from a population of 9915 employees drawn from manufacturing firms in Kenya. The data were analyzed using Statistical Package for Social Science (SPSS) vs 23 software and hypotheses tested using Hayes (2018) Process Macro v. 3.2 (Model 4). The findings revealed that leader-member exchange has positive statistical significant effect on employee engagement, which in turn has a positive significant effect on Innovative Work Behaviour. The findings further showed a partial mediating effect of employee engagement on the relationship between Leader-Member Exchange and Innovative Work Behaviour. This study contributes to knowledge by providing insight into the predictor of employee Innovative Work Behaviour. The study potentially acts as an avenue through which managers can build on employee engagement and their exchange with employees’ to boost Innovative Work Behavior.

Published in	Journal of Business and Economic Development (Volume 5, Issue 3)
DOI	10.11648/j.jbed.20200503.11
Page(s)	113-120
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Employee Engagement, Innovative Work Behavior, Leader-Member Exchange, Manufacturing Firms

References

[1]	De Spiegelaere S, Van Gyes G, De Witte H, Niesen W, Van Hootegem G: On the relation of job insecurity, job autonomy, innovative work behaviour and the mediating effect of work engagement. Creativity and innovation management 2014, 23: 318-330.
[2]	Yuan F, Woodman RW: Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of management journal 2010, 53: 323-342.
[3]	Alkhodary D: The relationship between employees’ empowerment and innovative work behavior. International Journal of Managerial Studies and Research (IJMSR) 2016, 4: 1-15.
[4]	Bos-Nehles A, Renkema M, Janssen M: HRM and innovative work behaviour: A systematic literature review. Personnel review 2017, 46: 1228-1253.
[5]	Jada UR, Mukhopadhyay S, Titiyal R: Empowering leadership and innovative work behavior: a moderated mediation examination. Journal of Knowledge Management 2019.
[6]	Dan X, Xu S, Liu J, Hou R, Liu Y, Ma H: Relationships among structural empowerment, innovative behaviour, self-efficacy, and career success in nursing field in mainland China. International journal of nursing practice 2018, 24: e12674.
[7]	De Spiegelaere S, Van Gyes G, De Witte H, Van Hootegem G: Job design, work engagement and innovative work behavior: A multi-level study on Karasek's learning hypothesis. management revue 2015: 123-137.
[8]	Abraham S: Job Satisfaction as an Antecedent to Employee Engagement. SIES Journal of Management 2012, 8.
[9]	Schneider B, Macey WH, Barbera KM, Martin N: Driving customer satisfaction and financial success through employee engagement. People and Strategy 2009, 32: 22.
[10]	Dulebohn JH, Bommer WH, Liden RC, Brouer RL, Ferris GR: A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of management 2012, 38: 1715-1759.
[11]	KAM: Kenya Association of Manufacturers. In Manufacturing in Kenya under the "Big 4 Agenda" 2018.
[12]	KAM: Kenya Association of Manufacturers. 2018.
[13]	Deci EL, Ryan RM: The" what" and" why" of goal pursuits: Human needs and the self-determination of behavior. Psychological inquiry 2000, 11: 227-268.
[14]	Liden RC, Graen G: Generalizability of the vertical dyad linkage model of leadership. Academy of management journal 1980, 23: 451-465.
[15]	Chaurasia S, Shukla A: The influence of leader-member exchange relations on employee engagement and work role performance. International Journal of Organization Theory and Behavior 2013, 16: 465.
[16]	Brennan A: The Mediating Role of Optimism on The Relationship Between Leader Member Exchange (Lmx) and Employee Engagement: Evidence from the Irish Further Education and Training (Fet) Sector. Waterford Institute of Technology, 2017.
[17]	Fatima A, Khan MA: Do hope foster innovative work behavior through employee engagement and knowledge sharing behavior? A conservation of resources approach using MPLUS tool. Business & Economic Review 2017, 9: 181-212.
[18]	Yean TF, Johari J, Yahya KK: The mediating role of learning goal orientation in the relationship between work engagement and innovative work behavior. International Review of Management and Marketing 2016, 6: 169-174.
[19]	Scott SG, Bruce R: Creating innovative behavior among R&D professionals: the moderating effect of leadership on the relationship between problem-solving style and innovation. In Proceedings of 1994 IEEE International Engineering Management Conference-IEMC'94. IEEE; 1994: 48-55.
[20]	Shalley CE, Zhou J, Oldham GR: The effects of personal and contextual characteristics on creativity: Where should we go from here? Journal of management 2004, 30: 933-958.
[21]	Salanova M, Agut S, Peiró JM: Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate. Journal of Applied psychology 2005, 90: 1217.
[22]	Gerstner CR, Day DV: Meta-Analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied psychology 1997, 82: 827.
[23]	Graen G, Cashman JF: A role-making model of leadership in formal organizations: A developmental approach. Leadership frontiers 1975, 143: 165.
[24]	Graen GB, Uhl-Bien M: Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly 1995, 6: 219-247.
[25]	Graen GB, Scandura TA: Toward a psychology of dyadic organizing. Research in organizational behavior 1987.
[26]	Yeoh KK, Mahmood R: The relationship between pro-innovation organizational climate, leader-member exchange and innovative work behavior: A study among the knowledge workers of the knowledge intensive business services in Malaysia. Business Management Dynamics 2013, 2: 15-30.
[27]	Alsughayir A: The effect of leader-member exchange on innovative work behavior in the Saudi hospitality. International Journal of Business and Management 2017, 12: 2017.
[28]	Kim M-S, Koo D-W: Linking LMX, engagement, innovative behavior, and job performance in hotel employees. International Journal of Contemporary Hospitality Management 2017, 29: 3044-3062.
[29]	Ivankova NV, Creswell JW, Stick SL: Using mixed-methods sequential explanatory design: From theory to practice. Field methods 2006, 18: 3-20.
[30]	Sekaran U, Bougie R: Research methods for business: A skill building approach. John Wiley & Sons; 2016.
[31]	Hayes AF, Preacher KJ: Statistical mediation analysis with a multicategorical independent variable. British journal of mathematical and statistical psychology 2014, 67: 451-470.
[32]	Qu R, Janssen O, Shi K: Leader–member exchange and follower creativity: the moderating roles of leader and follower expectations for creativity. The International Journal of Human Resource Management 2017, 28: 603-626.
[33]	Tanskanen J, Mäkelä L, Viitala R: Linking managerial coaching and leader–member exchange on work engagement and performance. Journal of Happiness studies 2019, 20: 1217-1240.
[34]	Hakanen JJ, Perhoniemi R, Toppinen-Tanner S: Positive gain spirals at work: From job resources to work engagement, personal initiative and work-unit innovativeness. Journal of vocational behavior 2008, 73: 78-91.
[35]	Schaufeli WB, Bakker AB, Salanova M: The measurement of work engagement with a short questionnaire: A cross-national study. Educational and psychological measurement 2006, 66: 701-716.
[36]	van Beek I, Taris TW, Schaufeli WB: Workaholic and work engaged employees: Dead ringers or worlds apart? Journal of Occupational Health Psychology 2011, 16: 468.
[37]	Van der Heijden B, Spurk D: Moderating role of LMX and proactive coping in the relationship between learning value of the job and employability enhancement among academic staff employees. Career development international 2019, 24: 163-186.
[38]	Altunoğlu AE, Gürel EBB: Effects of leader–member exchange and perceived organizational support on organizational innovation: The case of Denizli Technopark. Procedia-Social and Behavioral Sciences 2015, 207: 175-181.
[39]	Kheng YK, June S, Mahmood R: The determinants of innovative work behavior in the knowledge intensive business services sector in Malaysia. Asian Social Science 2013, 9: 47.
[40]	Li X, Sanders K, Frenkel S: How leader–member exchange, work engagement and HRM consistency explain Chinese luxury hotel employees’ job performance. International Journal of Hospitality Management 2012, 31: 1059-1066.
[41]	Xerri M: Workplace relationships and the innovative behaviour of nursing employees: a social exchange perspective. Asia Pacific Journal of Human Resources 2013, 51: 103-123.
[42]	Agarwal UA: Linking justice, trust and innovative work behaviour to work engagement. Personnel review 2014.
[43]	Baron RM, Kenny DA: The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology 1986, 51: 1173.
[44]	Para-González L, Jiménez-Jiménez D, Martínez-Lorente AR: Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations 2018, 40: 412-432.
[45]	A. Agarwal U: Linking justice, trust and innovative work behaviour to work engagement. Personnel Review 2014, 43: 41-73.
[46]	Li H, Sajjad N, Wang Q, Muhammad Ali A, Khaqan Z, Amina S: Influence of transformational leadership on employees’ innovative work behavior in sustainable organizations: Test of mediation and moderation processes. Sustainability 2019, 11: 1594.

Cite This Article

Plain Text BibTeX RIS

APA Style

Kanake Mercy Kananu, Kemboi Ambrose, Tenai Joel. (2020). The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya. Journal of Business and Economic Development, 5(3), 113-120. https://doi.org/10.11648/j.jbed.20200503.11

Copy | Download

ACS Style

Kanake Mercy Kananu; Kemboi Ambrose; Tenai Joel. The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya. J. Bus. Econ. Dev. 2020, 5(3), 113-120. doi: 10.11648/j.jbed.20200503.11

Copy | Download

AMA Style

Kanake Mercy Kananu, Kemboi Ambrose, Tenai Joel. The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya. J Bus Econ Dev. 2020;5(3):113-120. doi: 10.11648/j.jbed.20200503.11

Copy | Download

@article{10.11648/j.jbed.20200503.11,
  author = {Kanake Mercy Kananu and Kemboi Ambrose and Tenai Joel},
  title = {The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya},
  journal = {Journal of Business and Economic Development},
  volume = {5},
  number = {3},
  pages = {113-120},
  doi = {10.11648/j.jbed.20200503.11},
  url = {https://doi.org/10.11648/j.jbed.20200503.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20200503.11},
  abstract = {This paper aimed to explore the mediating effect of employee engagement on the relationship between Leader-Member Exchange (LMX) on Innovative Work Behaviour (IWB) within Manufacturing Firms in Kenya. The study was based on a quantitative approach and a cross-sectional survey design. Data were collected using self-administered, closed-ended questionnaire using stratified and systematic sampling techniques from a sample size of 470 respondents from a population of 9915 employees drawn from manufacturing firms in Kenya. The data were analyzed using Statistical Package for Social Science (SPSS) vs 23 software and hypotheses tested using Hayes (2018) Process Macro v. 3.2 (Model 4). The findings revealed that leader-member exchange has positive statistical significant effect on employee engagement, which in turn has a positive significant effect on Innovative Work Behaviour. The findings further showed a partial mediating effect of employee engagement on the relationship between Leader-Member Exchange and Innovative Work Behaviour. This study contributes to knowledge by providing insight into the predictor of employee Innovative Work Behaviour. The study potentially acts as an avenue through which managers can build on employee engagement and their exchange with employees’ to boost Innovative Work Behavior.},
 year = {2020}
}

Copy | Download

TY  - JOUR
T1  - The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya
AU  - Kanake Mercy Kananu
AU  - Kemboi Ambrose
AU  - Tenai Joel
Y1  - 2020/06/20
PY  - 2020
N1  - https://doi.org/10.11648/j.jbed.20200503.11
DO  - 10.11648/j.jbed.20200503.11
T2  - Journal of Business and Economic Development
JF  - Journal of Business and Economic Development
JO  - Journal of Business and Economic Development
SP  - 113
EP  - 120
PB  - Science Publishing Group
SN  - 2637-3874
UR  - https://doi.org/10.11648/j.jbed.20200503.11
AB  - This paper aimed to explore the mediating effect of employee engagement on the relationship between Leader-Member Exchange (LMX) on Innovative Work Behaviour (IWB) within Manufacturing Firms in Kenya. The study was based on a quantitative approach and a cross-sectional survey design. Data were collected using self-administered, closed-ended questionnaire using stratified and systematic sampling techniques from a sample size of 470 respondents from a population of 9915 employees drawn from manufacturing firms in Kenya. The data were analyzed using Statistical Package for Social Science (SPSS) vs 23 software and hypotheses tested using Hayes (2018) Process Macro v. 3.2 (Model 4). The findings revealed that leader-member exchange has positive statistical significant effect on employee engagement, which in turn has a positive significant effect on Innovative Work Behaviour. The findings further showed a partial mediating effect of employee engagement on the relationship between Leader-Member Exchange and Innovative Work Behaviour. This study contributes to knowledge by providing insight into the predictor of employee Innovative Work Behaviour. The study potentially acts as an avenue through which managers can build on employee engagement and their exchange with employees’ to boost Innovative Work Behavior.
VL  - 5
IS  - 3
ER  -

Copy | Download

Author Information

Kanake Mercy Kananu

Department of Management Science, School of Business and Economics, Moi University, Eldoret, Kenya
Kemboi Ambrose

Department of Management Science, School of Business and Economics, Moi University, Eldoret, Kenya
Tenai Joel

Department of Management Science, School of Business and Economics, Moi University, Eldoret, Kenya

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Kanake Mercy Kananu, Kemboi Ambrose, Tenai Joel. (2020). The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya. Journal of Business and Economic Development, 5(3), 113-120. https://doi.org/10.11648/j.jbed.20200503.11

Copy | Download

ACS Style

Kanake Mercy Kananu; Kemboi Ambrose; Tenai Joel. The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya. J. Bus. Econ. Dev. 2020, 5(3), 113-120. doi: 10.11648/j.jbed.20200503.11

Copy | Download

AMA Style

Kanake Mercy Kananu, Kemboi Ambrose, Tenai Joel. The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya. J Bus Econ Dev. 2020;5(3):113-120. doi: 10.11648/j.jbed.20200503.11

Copy | Download

@article{10.11648/j.jbed.20200503.11,
  author = {Kanake Mercy Kananu and Kemboi Ambrose and Tenai Joel},
  title = {The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya},
  journal = {Journal of Business and Economic Development},
  volume = {5},
  number = {3},
  pages = {113-120},
  doi = {10.11648/j.jbed.20200503.11},
  url = {https://doi.org/10.11648/j.jbed.20200503.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20200503.11},
  abstract = {This paper aimed to explore the mediating effect of employee engagement on the relationship between Leader-Member Exchange (LMX) on Innovative Work Behaviour (IWB) within Manufacturing Firms in Kenya. The study was based on a quantitative approach and a cross-sectional survey design. Data were collected using self-administered, closed-ended questionnaire using stratified and systematic sampling techniques from a sample size of 470 respondents from a population of 9915 employees drawn from manufacturing firms in Kenya. The data were analyzed using Statistical Package for Social Science (SPSS) vs 23 software and hypotheses tested using Hayes (2018) Process Macro v. 3.2 (Model 4). The findings revealed that leader-member exchange has positive statistical significant effect on employee engagement, which in turn has a positive significant effect on Innovative Work Behaviour. The findings further showed a partial mediating effect of employee engagement on the relationship between Leader-Member Exchange and Innovative Work Behaviour. This study contributes to knowledge by providing insight into the predictor of employee Innovative Work Behaviour. The study potentially acts as an avenue through which managers can build on employee engagement and their exchange with employees’ to boost Innovative Work Behavior.},
 year = {2020}
}

Copy | Download

TY  - JOUR
T1  - The Effect of Employee Engagement on the Relationship Between Leader-Member Exchange and Innovative Work Behaviour in Kenya
AU  - Kanake Mercy Kananu
AU  - Kemboi Ambrose
AU  - Tenai Joel
Y1  - 2020/06/20
PY  - 2020
N1  - https://doi.org/10.11648/j.jbed.20200503.11
DO  - 10.11648/j.jbed.20200503.11
T2  - Journal of Business and Economic Development
JF  - Journal of Business and Economic Development
JO  - Journal of Business and Economic Development
SP  - 113
EP  - 120
PB  - Science Publishing Group
SN  - 2637-3874
UR  - https://doi.org/10.11648/j.jbed.20200503.11
AB  - This paper aimed to explore the mediating effect of employee engagement on the relationship between Leader-Member Exchange (LMX) on Innovative Work Behaviour (IWB) within Manufacturing Firms in Kenya. The study was based on a quantitative approach and a cross-sectional survey design. Data were collected using self-administered, closed-ended questionnaire using stratified and systematic sampling techniques from a sample size of 470 respondents from a population of 9915 employees drawn from manufacturing firms in Kenya. The data were analyzed using Statistical Package for Social Science (SPSS) vs 23 software and hypotheses tested using Hayes (2018) Process Macro v. 3.2 (Model 4). The findings revealed that leader-member exchange has positive statistical significant effect on employee engagement, which in turn has a positive significant effect on Innovative Work Behaviour. The findings further showed a partial mediating effect of employee engagement on the relationship between Leader-Member Exchange and Innovative Work Behaviour. This study contributes to knowledge by providing insight into the predictor of employee Innovative Work Behaviour. The study potentially acts as an avenue through which managers can build on employee engagement and their exchange with employees’ to boost Innovative Work Behavior.
VL  - 5
IS  - 3
ER  -

Copy | Download