How Does Spiritual Leaders Inspire Employees' Innovative Behavior? The Role of Psychological Capital and Intrinsic Motivation

doi:10.21203/rs.3.rs-1237881/v1

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How Does Spiritual Leaders Inspire Employees' Innovative Behavior? The Role of Psychological Capital and Intrinsic Motivation

https://doi.org/10.21203/rs.3.rs-1237881/v1

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Spiritual leadership is an emerging type of leadership that focuses on using intrinsic motivation to help subordinates achieve spiritual enrichment and thus motivate employees to work. This study adopts the method of questionnaire to investigate 886 employeess of Chinese companies in three stages, and tests the mediating effect by using the bootstrap method. Our results showed that: (1) Spiritual leadership had a positive correlation on employeess' innovative behavior; (2) both psychological capital and intrinsic motivation mediated the relationship between spiritual leadership and innovative behavior; (3) we found a sequential mediating effect between spiritual leadership and followers’ innovative behavior. The findings deepened our understanding of the psychological mechanisms by which the spiritual leadership inspires innovative behavior, and provide a practical reference for managers to stimulate individual innovative behavior.

spiritual leadership

innovative behavior

psychological capital

intrinsic motivation

leadership

Innovation is one of most important way for each organization to creates competitive advantage (Greve & Taylor, 2000; Han et al., 1998; Li et al., 2018). Therefore, organizations alway try to encourage innovative behaviors, which are defined as “the intentional creation, introduction, and application of new ideas within a work role, group or organization, in order to benefit role performance, the group or the organization” (Janssen, 2000, p. 288). Among the many ways to to stimulate innovative behaviors, the role of leadership behavior cannot be ignored. Spiritual leadership is one of the most effective leadership styles (Afsar et al., 2016), which can encourage, inspire, and motivate employeess to innovate (Oldham & Cummings, 1996). We increasingly find that relying solely on external systems instead, it is better to use silent internal arousal to enhance employeess' enthusiasm and thus their innovative behavior. Based on the spiritual leadership theory and intrinsic motivation theory, we found that spiritual leadership strategies can inspire employeess’ intrinsic motivation to work harder and even reaching outside of their basic responsibilities, allowing them to coalesce to work together for the organization’ common interests. In recent years, spiritual leadership has been a hot topic in both management literature and organizational behavior research (Chen et al., 2019),, spirituality in the workplace and spiritual leadership with intrinsic motivation as a core tool has been gaining attention and promoted. Research has also shown that the strong inspirational and spiritual influence of spiritual leadership can motivate employeess to exhibit better work attitudes and behaviors(Chen, & Yang, 2012; Fry & Slocum, 2008; Fry et al., 2017; Salehzadeh et al., 2015; Tabor et al., 2019).

While there are some studies have examined the benefits of spiritual leadership for employeess, little research conducted on the psychological mechanisms linking spiritual leadership to employeess' innovative behavior from inner need perspective. In order to explore how spiritual leadership improve the innovative behaviors of employeess, this study drawn from spiritual leadership theory and instrinsic motivation theory to reveal the psychological mechanisms between spiritual leadership and the innovative behaviors of employeess. Spiritual leadership theory is based on intrinsic motivation theory (Fry, 2003), the key element of which is that spiritual leadership is considered an effective way to develop higher levels of organizational productivity, team creativity, and organizational learning (Aydin & Ceylan, 2009; Chen & Yang, 2012; Jurkiewicz & Giacalone, 2004).Leaders can motivate employeess to work harder by satisfying their basic needs for spiritual existence, which leads to higher levels of individual output (Fry, 2003; Fry & Kriger, 2009). Whereas psychological capital and intrinsic motivation belong to the psychological needs of employeess, spiritual leaders can improve the employees creative performance through their psychological capital and internal motivation. We not only presents a conceptual model on the psychological mechanisms between spiritual leadership and innovative behavior, but also intended to tap into the psychological capital and instrinsic motivation in the sequential mediating effect of spiritual leadership on individual innovative behavior. The study aims to deepen theoretical understanding of the mechanism of influence of spiritual leadership on individual innovative behaviors of employeess.

Spiritual Leadership and Innovative Behavior

Workplace spirituality plays a key role in firms’ creativity and innovation, it could make a positive impact on them. While spiritual leadership is one of the effective ways to develop workplace spirituality (Fry, 2008), which could promote innovative behaviors among employeess as also. Spiritual leadership is a leadership style that starts with effectively meeting the spiritual needs of employeess and matches them with intrinsic motivation to awaken member identification and mission (Fry, 2003), consisting of three dimensions: vision, hope and faith, and altruistic love. This means that the core essence of spiritual leadership is to motivate employeess to work hard from the inside out, and the impact on organizational development and individual effectiveness is subtle. Based on the spiritual leadership theory, spiritual leaders can make employeess perceive the motivation from the work itself and the organization by conveying a clear and inspiring vision, establishing positive and strong hopes and beliefs to employeess. Specifically, spiritual leaders pay attention to employeess' work, motivate them to go beyond their jobs, which constitutes an important background of innovative behavior (Jung et al., 2003). At the same time, spiritual leaders are selfless, the work atmosphere under the influence of spiritual leaders is harmonious and altruistic,which also gives employeess more room to play, forming an intangible intrinsic motivation that helps employeess improve their innovative behavior. In other words, spiritual leadership’ characteristics, such as integrity, honesty, altruism, and genuine concern for others (Fry, 2003; Reave, 2005), can allow them to focus on the development of employeess and can satisfy their basic psychological need for safety and make them more likely to generate new ideas and try them out (Hogan & Coote, 2014). Therefore, we hypothesize that

Hypothesis 1

Spiritual leadership is positively related to employeess’ innovative behavior.

The Mediating Role of Psychological Capital

Leaders do not directly affect employeess' behaviors, but indirectly through cognitive and psychological processes (Strauss, et al., 2009; Cho & Dansereau, 2010). Psychological capital, which refers to the state of positive psychological development of individuals characterized by self-efficacy, optimism, hope, and resilience (Luthans et al., 2007). According to spiritual leadership theory, spiritual leadership, as a type of leadership that pays high attention to the feelings of followers(Yang et al., 2020), is able to build great visions for employeess to aspire to, help them set goals to strive for, and have confidence in them during their work process, thus satisfying followers' spiritual existence basic needs, such as pursuing excellence, being different, and being appreciated by others, which will enhances followers' psychological capital elements such as self-efficacy and hope. Moreover, psychological capital is an important predictor of individual behavior. Studies have found that individuals' positive psychological states significantly predict their positive work behaviors (Avey et al., 2010; Luthans et al., 2010). At the same time, psychological capital play a mediating role in leadership style and positive organizational output. For example, Gooty (2009) found that psychological capital mediates between transformational leadership and organizational citizenship behaviors. Therefore, we suggest that spiritual leadership can also influence followers' innovative behavior by enhancing their psychological capital levels and thus their innovative behavior. Hence, the following hypothesis is

Hypothesis 2

Psychological capital plays a mediating role in spiritual leadership and innovative behavior.

The Mediating Role of Intrinsic Motivation

Intrinsic motivation refers to doing something for oneself in order to experience the pleasure and satisfaction inherent in the activity (Vallerand, 1997). Based on the intrinsic motivation theory, spiritual leaders can enhance followers’ intrinsic motivation to work hard for organization by communicating a clear and uplifting vision, building strong and positive hopes and beliefs. Besides, work meaningfulness is an important factor influencing employeess' intrinsic motivation (Hackman and Oldham, 1976). On the one hand, spiritual leadership can motivate employeess by portraying a vision of the organization that their work can makes a difference to individuals, organization, and society as a whole, which can greatly enhance sense of meaningfulness and thus intrinsic motivation. On the other hand, spiritual leadership focus on empowering their subordinates (Yaghoubi et al., 2010), which can enhance their subordinates' experienced responsibility for work outcomes and thus intrinsic motivation (Thomas,& Velthouse, 1990; Hackman,& Oldham;1976).

Intrinsic motivation is one of the most critical factors influencing employees innovative behaviors (Klaeijsen et al., 2018; Devloo et al., 2015; Fischerv et al, 2019), and individuals intrinsically motivated to innovate are more likely to exhibit high levels of creativity(Kong, et al.,2019). Liu et al (2016) meta-analysis showed that intrinsic motivation significantly and positively affects employeess’ creative performance (De Jesus et al.,2013;Cerasoli et al.,2014). Messman and Mulder (2014) also demonstrated empirically that employees intrinsic motivation has a positive relationship with individual innovative behavior. Based on the intrinsic motivation theory, when individuals possesses intrinsic motivation to engage in an activity, they will show greater interest, excitement, and confidence. At the same time, they will perform at a better level, have better performance, show more perseverance and unique creativity. Hence, we propose the following hypothesis:

Hypothesis 3

Intrinsic motivation plays a mediating role in spiritual leadership and innovative behavior.

The Sequential Mediating Roles of Psychological Capital and Intrinsic Motivatio

Combining the above assumptions and the spiritual leadership theory, the influences of spiritual leadership on the individual output through satisfying their basic needs for spiritual existence (Fry, 2007). Spiritual leadership can enhance employeess’ psychological capital by conveying hope, thus motivating them to innovate intrinsically (Sweetman et al., 2011). Employeess with higher psychological capital are more confident in their work, have higher self-efficacy and higher intrinsic motivation to accomplish their goals. Individuals with intrinsic motivation show more interests and confidence than those with external motivation, which are in turn reflected on the improvement of creativity (Sheldon, Ryan, Rawsthorne, & Ilardi, 1997) and show more innovative behaviors (Devloo, Anseel, De Beuckelaer, & Salanova, 2015). Therefore, we argue that spiritual leadership can improved followers’ innovative behavior by increasing the level of psychological capital of employeess, which in turn activates their intrinsic level of motivation and ultimately leads to improved their innovative behaviors. Accordingly, we propose the following hypothesis:

Hypothesis 4

Psychological capital and intrinsic motivation sequentially mediate in spiritual leadership and innovative behavior.

In summary, the theoretical model is shown in Figure 1.

Sample and Procedure

We collected responses by a three-stage questionnaire from 6 manufacturing companies in Guangdong Province, People’s Republic of China. In the first phase, we distributed questionnaires to employeess and asked them to rate their perceptions of the variables of spiritual leadership and control. We received 1300 completed questionnaires, of which 1178 were valid, representing the response rate of 90.6% in the first phase. In the second phase (1 month later), we distributed questionnaires to employeess which were asked to assess their psychological capital and intrinsic motivation. We received 1038 complete and valid questionnaires, for a response rate of 88.1% in the second phase. In the third phase (1 month later), we distributed questionnaires to employeess which were asked to assess their innovative behaviors. We received 886 complete and valid questionnaires, for a response rate of 85.4% in the third phase. Finally, overall response rate is 68.2%. Within the sample, 47.3% were male and the mean age of the employeess was 28.23 (SD=6.56).

Measures

Spiritual leadership

We assessed employeess’ perceptions of spiritual leadership using a 13 items scale from Fry et al (2005). Sample items are “I understand and am committed to my organization’s vision”. Respondents rated the extent to which they perceive their supervisors spiritual leadership based on a 7 points Likert-type scale from 1 (“strongly disagree”) to 7(“strongly agree”). The alpha coefficient was .90.

Psychological capital

The 12 items scale used by Luthans et al. (2007) was adopted. Sample items read “I feel confident analyzing a long-term problem to find a solution.”. Respondents rated this scale based on a six points Likert-type scale ranging from 1 ("strongly disagree") to 6 ("strongly agree") Cronbach’s alpha was 0.89.

Intrinsic motivation

We assessed employeess’ intrinsic motivation using a 5 items scale from Tierney et al. (1999). Sample items including “I enjoy finding solutions to complex problems”. Respondents rated this scale based on a 6 points scale (1= “strongly disagree” to 6 = “strongly agree”). The scale’s reliability was .75.

Innovative behavior

The 6 items scale adapted from Scott and Bruce (1994) were used to measure the extent to which employeess show innovative behaviors. Sample items such as “I always search out new technologies, processes, techniques, and/or product ideas”. Items were rated on a 5 points scale ranging from 1 (“not at all”) to 5 (“to an exceptional degree”). Cronbach’s alpha for this scale was .86.

Confirmatory Factor Analysis

To reduce the common method variance, we did Harman’s Single-Factor Test, the explained variance of the first factor was 37.55%, which is less than 50%, and according to Harman (1976) we can assume that there is no serious common method bias. Furthermore, we conducted a validation factor analysis on four latent variables: spiritual leadership, intrinsic motivation, psychological capital, and innovative behavior. As shown in Table 1, the four-factor model provided the best fit to the data, and it was significantly better than the other alternative models, χ²/df= 5.226, RMSEA = .07, CFI = .94, IFI = .94. Therefore, the four variables designed in this study can indeed represent four different concepts, and the measurement had good discriminant validity, indicating that there is no serious homogeneous error in the data obtained in this study.

Table 1

□Results of confirmatory factor analysis of the measurement models. (N=886)
Measurement models	χ²	df	Δχ²	CFI	IFI	SRMR	RMSEA
Four-factor	674.18	129		.94	.94	.04	.07
Three-factor	944.06	132	269.88(3)	.91	.91	.05	.08
Two-factor	1430.57	134	756.39 (5)	.86	.86	.06	.11
One-factor	1681.24	135	1,007.06 (6)	.84	.84	.06	.11
Note. ^* p < .05, ^** p < .01. Cronbach’s alphas are reported on the diagonal in parentheses. Three factors model is combined psychological capital and intrinsic motivation into one factor, two factors model is Two-factor (combined spiritual leadership, psychological capital and intrinsic motivation into one factor, one factor model is combined all items into one factor.

Descriptive Statistics

Table 2 shows the mean, standard deviation and correlation coefficient of each variable. The results showed that spiritual leadership had a significant positive relationship with psychological capital (r = 0.72, p < 0.01), intrinsic motivation(r = 0.62, p < 0.01) and innovative behavior(r = 0.61, p < 0.01). These results provided initial support for H1. Additionally, psychological capital was significantly positively correlated with intrinsic motivation (r = 0.67, p < 0.01). Furthermore, psychological capital and intrinsic motivation were significantly positively correlated with innovative behavior (r = 0.74, p < 0.01; r = 0.76, p < 0.01, respectively).

Table 2

Means, standard deviations, and correlations of variables. (N=886)
	Mean	SD	1	2	3	4	5	6
1. Gender	1.53	.50
2. Age	28.23	6.56	-.113^**
3. Spiritual leadership	4.61	.85	.02	.08^*	(.90)
4. Psychological capital	4.61	.84	-.03	.04	.72^**	(.89)
5. Intrinsic motivation	4.57	.92	-.083^*	.06	.62^**	.67^**	(.75)
6. Innovative behavior	4.65	.96	-.068^*	-.01	.61^**	.74^**	.76^**	(.86)
Note. ^* p < .05, ^** p < .01. Cronbach’s alphas are reported on the diagonal in parentheses.

Hypothesis Testing

Table 3 shows the results of the stepwise regressions. The control variables (gender and age) entered the model as the first step, and then the predictor variables entered the model. The results showed that spiritual leadership significantly and positively predicted psychological capital and intrinsic motivation, with spiritual leadership being positively related to psychological capital (B=0.71, p<0.001) and spiritual leadership being positively related to intrinsic motivation (B=0.32, p<0.001). However, the direct effect of spiritual leadership on innovative behavior was not significant, and hypothesis 1 was not supported. On the other hand, intrinsic motivation positively predicted innovative behavior, intrinsic motivation was positively correlated with innovative behavior (B=.50, p<.001), psychological capital significantly positively predicted intrinsic motivation and innovative behavior, psychological capital was positively correlated with intrinsic motivation (B=0.50, p<0.001), and psychological capital was positively correlated with innovative behavior (B=0.47, p< 0.001). Therefore, the results tentatively support H2 and H3.

Table 3

Regression path coefficients
	Psychological capital			Intrinsic motivation			Innovative behavior
	B	SE	95% Confidence interval	B	SE	95% Confidence interval	B	SE	95% Confidence interval
Gender	-.04	.06	[-.15, .07]	-.14	.06	[-.26, -.02]	-.13	.07	[-.26, -.01]
Age	.01	.01	[-.01, .02]	.01	.01	[-.00, .02]	-.00	.00	[-.02, .01]
Spiritual leadership	.71^***	.03	[.66, .76]	.32^***	.05	[.23, .42]	.03	.04	[-.06, .11]
Psychological capital				.50^***	.05	[.40, .58]	.46^***	.04	[.38, .55]
Intrinsic motivation							.49^***	.04	[.43, .56]
R²	.52^***			.49^***			.68^***
Note. (1) ^*** p < .001; (2) B are unstandardized regression coefficients, SE are standard errors.

To further test sequential mediation effects, we followed MacKinnon and Lockwood et al.’s (2004) recommendations and used the Bootstrap method and Mplus to test the significance of the mediated path, the results of the analysis were shown in Table 4. The results showed that the indirect effect of spiritual leadership through psychological capital on innovative behavior was significant, and the indirect 95% confidence interval for the effect was [0.26, 0.40], excluding zero points, thus H2 was further supported. The indirect effect of spiritual leadership on innovative behavior through intrinsic motivation was significant, with 95% confidence intervals for the indirect effect [0.11, 0.21], excluding zero points, which confirmd H3. The indirect effect of spiritual leadership on innovative behavior first through psychological capital and then through intrinsic motivation (Spiritual leadership → Psychological capital →Intrinsic motivation →Innovative behavior) was significant, with 95% confidence intervals for the indirect effect [0.13, 0.22], excluding zero, and hypothesis 4 was further supported. In addition, we compared the three indirect effects of mediators, and found that the indirect effect mediated by psychological capital (a*b) was significantly different from the other two indirect effects (B= 0.17, p < 0.001; B= 0.15, p < 0.001), while the indirect effect mediated by intrinsic motivation were not significantly different. It indicates that psychological capital is a very important psychological mechanism that influences spiritual leadership and employeess’ innovative behavior.

Table 4

Total effect, direct effect, indirect effect and bootstrap test table
Model pathways	B	SE	Bootstrap 95%CI	Ratio to total effect
Direct effect	0.03	0.04	[-0.06, 0.11]	4.35%
Indirect effect a*b	0.33^***	0.03	[0.26, 0.40]	47.83%
Indirect effect d*e	0.16^***	0.03	[0.11, 0.21]	23.19%
Indirect effect ace	0.17^***	0.02	[0.13, 0.22]	24.63%
Total effect	0.69^***	0.03	[0.62, 0.75]	100%
ab-de	0.17^***	0.05	[0.09, 0.24]
ab-ac*e	0.15^***	0.04	[0.08, 0.23]
de-ac*e	-0.014	0.04	[-0.08, 0.05]
Note: (1) ^*** p < 0.001; (2) The number of bootstrap samples used to estimate the confidence interval for the bias correction is 10,000; (3) The B values in the table are the unstandardized regression coefficients and the SE values are the standard errors; (4) The direct effect is spiritual leadership → innovative behavior; (5) The indirect effect a is spiritual leadership→psychological capital, b is psychological capital→innovative behavior, c is psychological capital→internal motivation, d is spiritual leadership→internal motivation, and e is internal motivation→innovative behavior.

With increasing work stress and anxiety among employeess (Chen et al., 2019), how to motivate innovative behavior in organizations has become an increasingly important issue. Based on the spiritual leadership theory and instrinsic motivation theory, this study examines the influence of spiritual leadership on employeess’ innovative behavior. We tried to explore the issue of psychological mechanisms by which spiritual leadership leads to employeess’ innovative behaviors. The results showed that there was a significant positive relationship between spiritual leadership and employeess’ innovative behavior. Furthermore, both psychological capital and intrinsic motivation mediated the relationship between spiritual leadership and innovative behavior. In addition, spiritual leadership increases the level of psychological capital, which increases the level of intrinsic motivation and thus promotes innovative behavior in employeess. These results have not only yielded new insight into innovative behavior but could also provide some guiding principles for the management practice of employeess’ innovative behavior.

Theoretical Implications

First, spiritual leadership has a positive impact on followers’ innovative behaviors. Our results show that spiritual leadership has a significant positive impact on followers’ innovative behavior, which is consistent with the findings of most studies. Hence, we contributes to deepen the research on the effects of spiritual leadership on individual innovative behaviors and enrich the literature on the consequences of spiritual leadership on individual outcomes.

Second, psychological capital and intrinsic motivation mediate the relationship between spiritual leadership and innovative behavior. Mediating effect is the key to understanding the psychological mechanisms by which spiritual leadership affects individual innovative behavior. Psychological capital and intrinsic motivation both exert influence from the "cognitive" perspective, which has not been fully identified in current research, so this study is a useful supplement to this perspective of spiritual leadership influencing individual innovative behavior.

Third, psychological capital and intrinsic motivation have a sequential mediating role in the relationship in spiritual leadership and individual innovative behavior. This finding can theoretically further explain the mechanisms underlying the influence of spiritual leadership on individual innovative behavior. Our study shows that in addition to the two separately mediating paths, there is also a "psychological capital - intrinsic motivation" at the theoretical level mediating path. While previous studies have generally analyzed only a single psychological mechanism, the sequential mediating psychological mechanism found in this study can better explain the transmission mechanism of spiritual leadership on individual innovation behavior from cognitive perspective.

Practical Implications

The results of this study also have some practical implications for motivating employeess’ innovative behavior. Firstly, this study found that spiritual leadership played a positive influential role in motivating employeess’ innovative behaviors. Therefore, we suggest that managers need to develop more positive leadership styles, such as spiritual leadership, which could better meet the spiritual needs of employeess in the workplace, thus motivating them to be more active and creative, which in turn promotes employeess to exhibit more innovative behaviors. Secondly, we reveal the mediating role of psychological capital and intrinsic motivation, therefore managers should focus on improving employeess’ psychological capital and intrinsic motivation. For example, increasing employeess psychological capital and intrinsic motivation by regular training, thus further enhancing their motivation, creativity and performance.

Limitations and Future Research Directions

Inevitably, our study has some limitations that need to be further explored. First, although this study adopted a multi-stage measurement method to attenuate common method bias, the variables were all self-assessed by the employeess, and the leader-employees paired multiple-source method could be used in the future to avoid common method bias. Meanwhile longitudinal follow-up studies can also be added, which can better reflect the causal relationship between variables. Second, this study’ sample is mainly concentrated in South China, and the applicability of the findings to other regions is yet to be verified. Third, we focused on the underlying mechanisms of the effect of spiritual leadership on employeess’ innovative behaviors, but have overlooked some moderating factors that may affect the relationship between spiritual leadership and employees innovation behavior. Therefore, future research could attempt to further explore the boundary conditions under which spiritual leadership has an effect on employeess’ innovative behavior.

Statements

All procedures performed in studies involving human participants werein accordance with the ethical standards of the institutional researchcommittee and with the 1964 Helsinki Declaration and its later amendments or comparable ethical standard. The authors also declare that they have no confict of interest.

Acknowledgements.

This work was supported by the National Natural Science Fund of China (NSFC)(grant number:71601084), Foundation of Institute for Enterprise Development, Jinan University, Guangdong Province (grant number: 2021MYZD01), Jinan University Management School Funding Program(grant numbers: GY21011), Foundation of Research Instituteon Brand Innovation and Development of Guangzhou(2021CR03). The funding source had no such involvement during conducting this research.

DATA AVAILABILITY

The datasets generated during and/or analyzed during the current study are available from the corresponding author on reasonable request.

INFORMED CONSENT

Informed consent was obtained from all individual participants included in the study.

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How Does Spiritual Leaders Inspire Employees' Innovative Behavior? The Role of Psychological Capital and Intrinsic Motivation

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Abstract

Figures

Introduction

Spiritual Leadership and Innovative Behavior

The Mediating Role of Psychological Capital

The Mediating Role of Intrinsic Motivation

Methods

Sample and Procedure

Measures

Spiritual leadership

Hypothesis Testing

Discussion

Declarations

References

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