Change leadership and individual innovative behavior in crisis contexts: An attentional perspective

Jiraporn Jaroensutiyotin1, Zhongming Wang1, Bin Ling2, Yanni Chen3
1School of Management, Zhejiang University
2Department of Management and Human Resources, Hohai University
3School of Economy and Finance, Huaqiao University
Cite this article:  Jaroensutiyotin, J., Wang, Z., Ling, B., & Chen, Y. (2019). Change leadership and individual innovative behavior in crisis contexts: An attentional perspective. Social Behavior and Personality: An international journal, 47, e7773.

Volume 47 Issue 4 | e7773 | Published: April 2019 | DOI: https://doi.org/10.2224/sbp.7773

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We explored how change leadership affects individual innovative behavior in a crisis context. Using the attentional perspective, we proposed a moderated mediation model in which change leadership affected individual innovative behavior via the mediator of individual alertness and the moderator of perceived supervisor support. We collected data from 247 individuals in 42 companies affected by the 2011 Thailand flooding crisis. Our findings suggest that change leadership has a significant direct and indirect positive effect on individual innovative behavior, and that individual alertness positively mediates this relationship. Perceived supervisor support moderated the relationship between change leadership and individual alertness only when perceived supervisor support was high (vs. low). Thus, we have provided insight into how change leadership can facilitate individual innovative behavior in a crisis context.

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