The Mediating Effect of Employees' Proactive Behaviors on the Relationship Between Shared Leadership and Innovation Performance of Electronic Industries in Egypt

Document Type : Original Article

Authors

1 Faculty of commerce, Mansura university

2 Assistant Professor of Business Administration Mansoura University College of Business

Abstract

This study aimed to identify the mediating role of employees' proactive behaviors (represented by taking charge, voice, individual creativity, and problem prevention) on the relationship between shared leadership (represented by team learning, Perceived Team Support, and Team–Member Exchange) and Innovation performance (represented by product innovation and process innovation). According to literature, a conceptual framework was generated, and the relationships among its variables were built and tested using the structural equation modeling (SEM). The sample included 246 employees in the electronic industries in Egypt. The findings indicated that there is a direct significant effect for shared leadership dimensions on individual creativity and process innovation. Also, the Perceived Team Support and Team–Member Exchange have a significant direct effect on the voice and problem prevention. Furthermore, the Team–Member Exchange has a significant direct effect on taking Charge. The findings also indicated that team learning, Perceived Team Support, voice, and individual creativity have a significant direct effect on product innovation, as well as individual creativity has a significant direct effect on process innovation. Finally, the perceived support and the Team–Member Exchange have a significant indirect effect on product innovation through employees' proactive behaviors. While the rest of the relationships proposed in the study model did not prove significant. This study provides practical and academic recommendations.

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