A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

Studies of innovation have emphasized the importance of leadership for individual or team innovative behaviors, but have largely ignored cross-team innovative behaviors. Enhancing innovative behaviors across teams is particularly vital for organizations relying on large-scale, complex, and multiteam projects to compete in a dynamic environment. We extend the innovation literature by introducing benevolent leadership as an antecedent to innovative behavior within and across teams. We examine identification to the team and department as mediators based on social identity theory in a sample of 397 R&D employees (consisting of 68 teams). First, individuals reported that benevolent R&D leaders facilitate innovative behavior within their teams when employees are highly identified with these teams. Second, on average, teams reported that benevolent R&D leaders enhance their teams’ innovative behavior across the boundaries when these teams are highly identified with the R&D department. Finally, in contrast to social identity theory’s expectations, individuals reported that benevolent R&D leaders facilitate their innovative behaviors with other teams when employees are highly identified with their teams. The theoretical and practical implications of our findings along with suggestions for future research are discussed. © 2017, © The Authors 2017

Employee overqualification and manager job insecurity: Implications for employee career outcomes

This is the final version. Available on open access from Wiley via the DOI in this recordIn this study, we propose that manager job insecurity will moderate the nature of the relationship between perceived overqualification and employee career‐related outcomes (career satisfaction, promotability ratings, and voluntary turnover). We tested our hypotheses using a sample of 124 employees and 54 managers working in a large holding company in Ankara, Turkey, collected across five time periods. The results suggested that average perceived overqualification was more strongly, and negatively, related to career satisfaction of employees when managers reported higher job insecurity. Furthermore, employee perceived overqualification was positively related to voluntary turnover when manager job insecurity was high. No direct or moderated effects were found for promotability ratings. Implications for overqualification and job insecurity literatures were discussed

Work Values of Turkish and American University Students

the Protestant work ethic, work values, masculine, feminine and entrepreneurship values, religiosity, cultural differences,

Understanding Managerial Work Values in Turkey

values, managerial values, organization, Turkey, cultural values, proper values, improper values,